Feed the Future Knowledge-Based Integrated Sustainable Agriculture in Nepal (KISAN) II Project Year Two Second Trimester Report November 16, 2018 to March 15, 2019
FEED THE FUTURE KNOWLEDGE- BASED INTEGRATED SUSTAINABLE AGRICULTURE IN NEPAL (KISAN) II PROJECT
YEAR TWO SECOND TRIMESTER REPORT NOVEMBER 16, 2018 – MARCH 15, 2019
CONTRACT NUMBER AID-367-C-17-00001
DISCLAIMER This report is made possible by the generous support of the American people through the United States Agency for International Development (USAID) under the Feed the Future initiative. The contents are the responsibility of Winrock International and do not necessarily reflect the views of USAID or the United States Government.
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TABLE OF CONTENTS Acronyms ...... 4 Executive Summary ...... 5 Introduction ...... 7 Key Output Level Indicator Results...... 8 Update On Activity Implementation ...... 11 Collaboration with Government of Nepal ...... 11 Component 2: Strengthen the Competitiveness, Resilience, and Inclusiveness of Selected Agriculture Market Systems ...... 15 Component 1: Improve The Productivity of Selected Agriculture Market Systems ...... 28 Component 3: Strengthen the Enabling Environment Of Selected Agriculture Market Systems...... 37 Component 4: Increase Vulnerable Communities Ability To Act On Business Opportunities Within Selected Market Systems ...... 43 Component 5: Apply Collaboration, Learning, and Adaption to Market Systems Development ...... 45 Monitoring, Evaluation, and Learning (MEL) ...... 49 Grants Under Contract ...... 53 Operational and Communication Activities ...... 54 Partnerships, Collaboration, and/or Knowledge Sharing ...... 58 Select Activities and Targets for Next Trimester ...... 59 Annexes ...... 61 Annex 1: Success Stories ...... 61 Annex 2: A Summary of Approved Grants ...... 64 Annex 3: A Summary of Signed MOUs ...... 76 Annex 4: KISAN II ZOI by Commercial and Non-Commercial Wards...... 78 Annex 5: Priority Behaviors ...... 79 Annex 6: Premium Vegetable Market Study Research ...... 82 Annex 7: Activity Analysis and Suggestion for Y3 Planning ...... 83 Annex 8: Performance Indicator Tracking Table (PITT) ...... 87
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ACRONYMS ADD Agriculture Development Directorate ADS Agriculture Development Strategy ANROPI Association of Nepalese Rice, Oil and Pulses Industries AKC Agriculture Knowledge Centre BLB Branchless Banking CEAPRED Center for Environmental and Agricultural Policy, Research, Extension and Development CIMMYT International Maize and Wheat Improvement Center CTEVT Council for Technical Education and Vocational Training DCC District Coordination Committee DOLF Directorate of Livestock and Fisheries DEPROSC Development Project Service Center EMMP Environmental Mitigation and Monitoring Plan FNCCI/AEC Federation of Nepalese Chambers of Commerce and Industry Agro Enterprise Center FWEAN Federation of Woman Entrepreneurs' Association of Nepal GON Government of Nepal JNSC Joint National Steering Committee JSR Joint Sector Review MOAD Ministry of Agricultural and Livestock Development MOLMAC Ministry Land Management, Agriculture, and Cooperatives MPC Market Planning Committee MSD Market Systems Development NARC National Agriculture Research Council NSAF Nepal Seed and Fertilizer Project OSC Overseas Strategic Consulting Ltd. PAHAL Promoting Agriculture, Health, and Alternative Livelihoods Project PERSUAP Pesticide Evaluation Report and Safe Use Action Plan PIFAC Partnership Innovation Fund Advisory Committee PMAMP Prime Minister Agriculture Modernization Project PMEL Planning, Monitoring, Evaluation, and Learning Activity PPD Public Private Dialogue SABAL Sustainable Action for Resilience and Food Security Project SACCOs Saving and Credit Cooperatives SBCC Social and Behavior Change Communication VHLSSC Veterinary Hospital and Livestock Services Specialist Centre ZOI Zone of Influence
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EXECUTIVE SUMMARY The Feed the Future Knowledge-based Integrated Sustainable Agriculture in Nepal (KISAN) II’s approach begins with the identification of constraints within key market systems and then addressing those constraints through project initiatives. At the core of the KISAN II private sector-led facilitative approach is promoting the business case for buyers, intermediaries, and service providers to improve their business outcomes through more substantial engagement with producers and other value chain actors. KISAN engages partners across components, holistically supporting market system development by addressing issues related to marketing and business capacity (Component 2), farm-level productivity (Component 1), the enabling environment (Component 3), support for resiliency and integration of poor, marginalized populations (Component 4), and adaptive management (Component 5) to ensure maximum impact. Box 1 illustrates how all components can converge through a single partner.
Box 1. KISAN II’s integrated approach to partnerships KISAN II is working with MOU partner, R.H. Agrovet, across all components: Under Component 2 KISAN linked R.H. Agrovet with traders to facilitate the sale of produce from agrovet-supported farmers and with Agriculture Development Bank and a private insurance company to improve farmer access to financial services and crop insurance; Under Component 1 KISAN trained R.H. Agrovet to deliver technical trainings on improved rice and vegetable production and conduct varietal demonstrations and field days to their 500 farmers; Under Component 3 KISAN worked with R.H. Agrovet to build a strong relationship with municipality officials, which has led to material support to farmers for high plastic tunnels for off-season tomato production from the municipality; Under Component 4 KISAN is providing business literacy training to approximately 100 farmers working with R.H Agrovet to build their commercial capacity.
Partnerships. This trimester, KISAN II established 59 new partnerships (51 grants and 8 MOUs) with private sector actors that will directly impact 56,445 households. Project to date KISAN II has established 104 partnerships (96 grants and 8 MOUs) that will directly impact 133,545 households. KISAN II has committed $2.4 million in PIFAC funding for partnership activities, and private partners have committed $2.1 million. As of the end of Y2T2, KISAN II partners had formed 3,450 groups reaching 81,414 farmers in 138 municipalities. KISAN II is on track for partners to be engaged with 130,000 households by the end of Year 2.
Work at the farm level. KISAN II does not work directly with farmers; we build the capacity of private sector partners to address market constraints and reach farmers through partners. During T2 a consultant working with consortium partner Overseas Strategic Consulting (OSC) provided training to KISAN II staff in Social and Behavior Change Communications (SBCC). SBCC best practices have been incorporated into training materials under development in T2 (and to be finalized in T3), including a pictorial booklet to promote Food Safety Practices (aligned with Nepal GAP) and tool kits on 20 priority practices. And as of the end of Y2T2, KISAN II partners had trained 49,029 smallholder
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producers, private sector proprietors, and government staff (72% women and 58% minority ethnic/religious groups).
Irrigation. This trimester, 35 irrigation schemes were installed in 8 districts, benefitting 502 households and irrigating 112 hectares. The total cost of all irrigation schemes implemented to date is NRs. 4,586,443, of which NRs. 1,788,713 (39%) came from KISAN II and NRs. 2,797,730 (61%) came from farmers and government entities. As irrigation progress has been slower than expected, KISAN II added four irrigation technicians (now have one in each cluster) and modified the irrigation strategy such that irrigation is now permitted in somewhat more “commercial” wards but only with 50% cost- sharing. (“Less commercial wards require only 25% cost-sharing.)
Business Literacy. Delayed a number of times due to USAID funding issues, KISAN II launched business literacy training for farmers in February 2019. For cost-efficiency reasons, KISAN II began literacy training with the two-month business development course (Module 6), directed at potential commercial farmers who already have basic literacy skills. Early in T2, KISAN II hired and trained five Senior Master Trainers, 10 Master Trainers, and 76 Community Trainers and conducted numerous training of trainer (TOT) classes to get them ready to start work. The first class of trainees totaled 3,323 farmers from 10 districts, all of which are working with KISAN II partners. By the end of Year 2, over 8,000 participants will have completed Module 6.
Consultancy to improve functional linkages among the three tiers of GON related to agriculture. At the request of MOALD, KISAN II initiated a study to identify agricultural and agribusiness development challenges that have stemmed from the government restructuring and to provide suggestions to clarify roles and responsibilities and actions to strengthen the linkages among the three tiers of government to ensure better agriculture service delivery. KISAN II’s consultant and policy team, together with representatives from MOALF visited all seven provinces, collecting input from provincial ministries and a selection of municipalities in each province. In T3, KISAN II will support a workshop sponsored by MOALD and including representatives from federal, provincial, and municipal levels to discuss the findings and will finalize the report.
GON and USG high level visit. This trimester, Government of Nepal Honorable Minister, Chakra Pani Khanal, U.S. Ambassador to Nepal, Randy Berry, along with MOALD Secretary, Joint Secretary and Under Secretary, Regional Director of Nepal Agriculture Research Center-Regional Agriculture Research Station, and USAID personnel visited KISAN II partners and farmers. The visit provided KISAN II an opportunity to highlight market systems development approach and project activities with private sector actors. Following the visit, the Minister has become a strong proponent of KISAN II’s private sector-led model for reaching farmers and has praised the approach within the Ministry and in discussions with provincial governments.
Notwithstanding a slowdown in implementation due to funding uncertainties in T1 and the 5-week US government closure in T2, which delayed the approval of grants and personnel, KISAN II remains on track to complete the majority of activities and tasks planned for Year 2. The delay in grant approvals meant that a fairly significant number of partners (and thus farmers) missed one full season, and this affected KISAN II’s training numbers in T2 and will impact Year 2 outcome level results.
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INTRODUCTION Winrock International received a contract from USAID under the Feed the Future Initiative for the Knowledge-based Integrated Sustainable Agriculture in Nepal (KISAN II) Project on July 12, 2017. The project’s overall goal is to increase the resilience, inclusiveness and sustainability of income growth through agriculture development. The project focuses on five commodities: vegetables, rice, maize, lentil, and goats. KISAN II contributes to the objectives of the Government of Nepal’s Agriculture Development Strategy (ADS) and the US Government’s Feed the Future Initiative. The project is implemented in collaboration with three Nepali organizations as subcontractors: CEAPRED, DEPROSC, and Siddharthinc; and two international subcontractors, Digital Green and OSC. The KISAN II Project has five specific components implemented throughout 25 districts in the project’s Zone of Influence (ZOI) (Figure 1):
Component 1: Improved productivity of selected agricultural market systems Component 2: Strengthened competitiveness, resilience, and inclusiveness, of selected agricultural market systems Component 3: Strengthened enabling environment of selected agricultural market systems Component 4: Increased ability of vulnerable communities to act on business opportunities within selected market systems Component 5: Collaboration, learning and adaptation (CLA) applied to market systems
Figure 1: KISAN II’s Zone of Influence (ZOI)
Selected Metropolitan, Sub-metropolitan areas, Nagar-Palikas, and Gaun-Palikas across 4 provinces: Province 3: Kavrepalanchok, Nuwakot, Makwanpur, Sindhupalchok Province 5: Kapilbastu, Palpa, Arghakhanchi, Gulmi, Pyuthan, Dang, Rolpa, Banke, Bardiya, Rukum East Karnali Province (6): Surkhet, Dailekh, Jajarkot, Salyan, Rukum West Sudur Paschim Province (7): Kailali, Kanchanpur, Doti, Accham, Dadeldhura, Baitadi
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KISAN II’s approach begins with the identification of constraints within key market systems and then addressing those constraints through project initiatives. At the core of the KISAN II private sector-led facilitative approach is promoting the business case for buyers, intermediaries, and service providers to improve their business outcomes through more substantial engagement with producers and other value chain actors. Figure 2 illustrates KISAN II’s market systems approach in working with multiple value chain actors to ensure farmers are food and income secure. KISAN II works with input suppliers (to introduce new technologies into the supply chain); cooperatives/agrovets (to expand their reach, improve their marketing, and train farmers through forward linkages); cooperatives/traders/millers (to build their capacity to respond to market opportunities, implement new strategies, and train farmers through backward linkages); and financial service providers (to ensure access to financial services to support growth). In addition, KISAN II provides select households with business literacy training to encourage commercial participation of more vulnerable populations and works with the enabling environment to address critical constraints that impede the development of well-functioning market systems, reinforce KISAN II’s interventions, and enhance reach and value of benefits to women, youth, and marginalized groups.
Figure 2: KISAN II’s market systems approach
KEY OUTPUT LEVEL INDICATOR RESULTS KISAN II’s market-led approach engages with buyers - from relatively small-scale cooperatives and traders to end market wholesalers or processors - to facilitate linkages with target farming households in its Zone of Influence (ZOI). To build the capacity of farming households, KISAN II prioritizes working through buyer-led services, private sector service providers, and community-based expert resources as change agents. As each firm or cooperative partner is brought on through agreements, their current and potential sourcing zone data is also collected and mapped. This mapping activity creates a more efficient, visual targeting strategy, allowing the project to zero in on unexplored commercial and other viable, yet underutilized sourcing opportunities. Pockets of marginalized populations can be more easily linked and wider distribution of project activities can be tracked. By the end of the second trimester,
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KISAN II partners had identified and enrolled 81,414 households. Of these, 48,753 are households newly engaged by KISAN II partners in the second trimester. By the end of Year 2, KISAN II partners will be working with 130,00. Table 1 presents a breakdown of targets and disaggregates by trimester over Year 2.
Table 1: Number of households benefiting directly from USG assistance under Feed the Future Disaggregates Y2T1 Y2T2 Y2T3 FY2019 (Y2) % of Y2 New/ Target Target Actual Target Actual Target Target Actual Continuing Achieved To Date New 30,000 32,661 70,000 48,753 30,000 130,000 81,414 63% Continuing 30,000 32,661 100,000 Location Rural 20,702 54,115 54,115 Urban/Peri-
urban 11,959 27,299 27,299 Total 32,661 100,000 81,414 130,000 130,000 81,414 63%
Table 2 presents data that characterizes the farmers working with KISAN II’s partners, the vast majority of which are smallholder producers (98%). Measures of capacity development will be collected and reported on in the annual report. Currently only one member/smallholder producer from each household is participating in KISAN II, which is why the number of households in Table 1 and number of smallholder producers targeted in Table 2 are the same. As shown in the targets, KISAN II expects that the number of individuals will exceed the number of households participating in KISAN II programs as additional members from the same household are engaged through various components of the program, such as business literacy training and agriculture productivity training. When setting Year 2 targets, KISAN II anticipated that more than 30% of individuals reached would come from the same 30,000 households, thus the target of 40,000 individuals.
Table 2: Number of individuals participating in USG food security programs Disaggregates Y2T1 Y2T2 Y2T3 FY2019 (Y2) Type of Target Actual Target Actual Target Target Actual % of Y2 Individuals Target Achieved To Date Producer: 40,000 32,661 100,000 81,414 140,000 140,000 81,414 58% Smallholder Proprietors of 40 17 40 393 20 100 393 USG-assisted private sector firms People in 40 8 48 642 93 181 642 government Gender* Male 9,327 23,782 23,782 Female 23,359 58,667 58,667 Age* Youth (15-29) 7,242 18,159 18,159
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Disaggregates Y2T1 Y2T2 Y2T3 FY2019 (Y2) Type of Target Actual Target Actual Target Target Actual % of Y2 Individuals Target Achieved To Date 30 plus 24,444 64,290 64,290 Caste/Ethnicity* Dalit 3,161 7,419 7,419 Muslim 627 953 953 Brahmin/Chettri 10,599 27,977 27,977 Newar 224 863 863 Janajati 15,142 39,638 39,638 Others 2,933 5,599 5,599 Total 40,080 32,686 100,088 82,449 140,113 140,281 82,449 58% *Targets not disaggregated
In the second trimester, KISAN II’s private sector partners provided agricultural sector productivity training to 48,643 smallholder producers (72% women). As shown in Table 3, KISAN II’s private sector partners will reach 130,000 smallholder producers by the end of Year 2.
Table 3: Number of individuals who have received USG supported short-term agricultural sector productivity or food security training Disaggregates Y2T1 Y2T2 Y2T3 FY2019 (Y2) Type of Individuals Target Actual Target Actual Target Target Actual % of Y2 Target Achieved To Date Producer: 30,000 24,259 100,000 48,643 130,000 130,000 48,643 37% Smallholder Proprietors of USG- 40 17 40 272 20 100 272 assisted private sector firms People in 40 8 48 106 93 181 106 government** Gender* Male 7,141 13,658 13,658 Female 17,143 35,257 35,257 Age* Youth (15-29) 5,287 10,829 10,829 30 plus 18,997 38,086 38,086 Caste/Ethnicity* Dalit 2,534 4,491 4,491 Muslim 614 724 724 Brahmin/Chettri 7,936 16,671 16,671 Newar 108 319 319 Janajati 10,476 22,941 22,941 Others 2,616 3,769 3,769 Total 24,284 48,915 130,000 48,915 37% *Targets not disaggregated ** GON disaggregates not available
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UPDATE ON ACTIVITY IMPLEMENTATION COLLABORATION WITH GOVERNMENT OF NEPAL Coordination and collaboration with the Government of Nepal is integral to KISAN’s project implementation strategy and contributes to the objectives of the Government of Nepal’s Agriculture Development Strategy. The continuing restructuring of the federal governance system has created newly elected stakeholders at the province and municipality levels, which has created both challenges and opportunities for KISAN II.
Notable challenges include: i. Lack of professional agriculture staff at the provincial and municipal levels ii. Lack of defined roles and responsibilities among the three tiers of government, which creates duplication in some areas and gaps in others. To address this, KISAN II has engaged consultant, Hari Upadhyaya, to identify agricultural and agribusiness development challenges stemming from the government restructuring and provide suggestions to clarify roles and responsibilities to strengthen linkages and relationships for improved service delivery. iii. Lack of agriculture knowledge among some political leaders at the municipality and provincial levels, and therefore lack of capacity to plan and budget their agriculture work. (This trimester, KISAN II engaged Mount Digit Technology to provide training to 102 municipality and provincial-level officials on agriculture program planning, budgeting, approvals, implementation, monitoring, and evaluation.)
The restructuring has also created opportunities for KISAN II including: i. A strong interest in agriculture from municipality and provincial levels officials ii. A desire on the part of elected officials to deliver change – including change in the agricultural sector - to their constituents iii. New relationships between businesses/farmers and elected officials, which can help garner support for businesses (especially cooperatives) and farmers and create opportunities for leveraged resources (cost share)
GON and USG field visit. This trimester, Government of Nepal Honorable Minister, Chakra Pani Khanal, U.S. Ambassador to Nepal, Randy Berry, along with MOALD Secretary, Joint Secretary and Under Secretary, Regional Director of Nepal Agriculture Research Center-Regional Agriculture Research Station, and USAID personnel visited KISAN II field sites and other USAID-funded projects from March 11-12, 2019. This visit provided KISAN II an opportunity to highlight its project activities with private sector actors and market systems development approach. The visit team observed Shashi Agrovet’s (KISAN II wholesale agrovet) business and outreach activities to farmers and met with farmer group Lagu-Udham Pragatishil Krishak Samuha to understand how they are receiving quality inputs and technical services from Surya Agrovet, a retail agrovet working with Shashi Agrovet. The visit team also toured Sahu Rice Mill and met with the owner of the rice mill and a group of farmers receiving assistance from the mill to better understand how and why the mill provides training, technical assistance, and marketing support directly to farmers. Following the visit, the Minister has become a strong proponent of KISAN II’s private sector-led model for reaching farmers and praised the approach within the Ministry and in discussions with provincial governments.
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Honorable Minister, Chakra Pani Khanal, observing a farmer’s field
Disseminate and deepen understanding of the private sector-led approach. This trimester, KISAN II conducted municipality-level meetings and discussions with 12 new municipalities; year-to-date KISAN II has conducted 109 municipality-level meetings and discussions. Project-to-date, KISAN II has conducted formal and informal discussions with all four provinces and 138 municipalities to deepen their understanding of KISAN II’s facilitative, inclusive private sector-led approach. These discussions provided information about KISAN II’s activities with private sector actors through its partnership and innovation fund and provided the government with beneficiary farmer details in an effort to improve coordination, avoid duplication, leverage resources, ensure local level buy-in, and identify areas for further collaboration. Government officials have been receptive to KISAN II’s interactions and proposed approach. A successful example of municipality-level collaboration, buy-in, and leveraged resources to implement an irrigation scheme is described in Box 2.
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Box 2. Solar Lift Irrigation Installed in Collaboration with Municipality
Mayor of Barahatal Rural Municipality observing the irrigation system.
In collaboration with Barahatal Rural Municipality, a solar lift irrigation scheme was established in Bardanda of Barahatal Rural Municipality in Surkhet. The municipality covered 77% of the total cost of the irrigation scheme (NPR 1,800,000 of NPR 2,335,576). Bandipur farmer’s group, formed by KISAN partner Madhya Paschim Agrovet Center, contributed NPR 482,176 through cash and in-kind contributions (about 20.6%) and KISAN II covered the remaining NPR 53,400 (about 2.2%). KISAN II also provided technical support related to design, budgeting, and installation supervision. This scheme will irrigate about 2 ha of land and will benefit 19 farmer households. Based on the results, the municipality plans to expand the system to irrigate additional hectares which will benefit even more households.
Local level coordination. Five joint monitoring visits with municipality officials were carried out this trimester. These visits to KISAN II sites provided municipality officials an opportunity to see the market system approach in action, as well as the new technologies introduced by private sector partners in project areas. The officials also learned how KISAN II is supporting market actors to provide extension services to farmers for their mutual benefit. Municipality officials were able to ask farmers about the services they were receiving from cooperatives and other businesses, including how the private sector was involved in the sale and marketing of their products. Municipality representatives recognized the value of KISAN II’s private sector-led approach, appreciated the field activities being implemented to improve sustainability in agriculture production and marketing, and frequently expressed interest in supporting KISAN’s partners’ work to uplift farmers in their municipality.
Central level coordination. KISAN II continues to visit and coordinate with relevant zones and super- zones within the GON’s Prime Minister Agriculture Modernization Project (PMAMP). As a result, KISAN II will work with the PMAMP superzone in Bardiya to establish a community rice farming demonstration in an effort to reduce the high production costs associated with farming small fragmented landholdings. In addition, with a larger land area, community famers can more easily be linked with KISAN II partners to establish good agriculture practices and can utilize PMAMP’s custom hiring centers to rent machines to cultivate their land, which will increase farm efficiency. In addition, PMAP zones and super-zones are also participating in meetings with KISAN II and other stakeholders at the municipality level, as mentioned below.
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The second KISAN II technical committee with the GON convened on January 18, 2019 under the chairmanship of Dr. Yogendra Kumar Karki, Joint Secretary, Planning and Development Cooperation Coordination Division, MOALD and was attended by Dr. Yubak Dhoj GC, Secretary MOALD. Twenty-two members and representatives from MOALD, Department of Agriculture, USAID, CEAPRED, and KISAN II attended the meeting. During the meeting, KISAN II presented an update on project performance, including alignment with the ADS and plans for its Year 3 annual work plan. The technical committee recommended simplifying the concept note format for grant applications, quantifying achievements against output and outcome targets in future reports, involving the Agriculture Information and Training Center (AITC) to disseminate innovative ideas and success stories, increasing formal and informal interactions between the project and GON agencies to exchange ideas, and providing more support for infrastructure activities (e.g. irrigation) if possible. The technical committee also requested that KISAN II minimize duplication of resources with other projects and consider the Sustainable Development Goals related to economic growth, poverty reduction, and hunger when preparing the Year 3 annual work plan. These discussions will feed into the agenda for the next Joint National Steering Committee meeting (JNSC) with the three other USAID-funded projects (Nepal Seed and Fertilizer Project (NSAF), Sustainable Action for Resilience and Food Security Project (SABAL), and Promoting Agriculture, Health, and Alternative Livelihoods Project (PAHAL)). The JNSC and technical committee chairpersons reiterated their commitment to support the field work in provinces where KISAN II is not operating to conduct the national-level study on strengthening agricultural linkages among the three tiers of government.
Provincial level coordination. KISAN II staff continue to visit and interact with), Agriculture Knowledge Centre (AKCs) and Veterinary Hospital and Livestock Services Expert Centers (VHLSECs) under provincial Ministry of Land Management, Agriculture, and Cooperatives (MOLMAC). Three formal provincial-level meetings were organized in Province 5, Sudurpaschim Province, and Karnali Province under the chairmanship of MOLMAC Province Secretaries to strengthen coordination with public sector agriculture organizations working at the provincial-level, seek support for effective activity implementation, and explore potential areas for collaboration. The meetings were attended by representatives from MOLMAC, Directorate of Agriculture Development (DOAD), Directorate of Livestock and Fisheries (DOLF), training centers, laboratories, government farms, AKCs, VHLSECs, PMAMP zones and super-zones, publicly run agriculture development projects, and Food Technology and Quality Control Offices (FTQCO). During these meetings, KISAN II provided a brief introduction of the project, its strategies, priority commodities, private sector-led approach, targeted beneficiaries, and possible areas of collaboration. These meetings are important to seek support for KISAN II work in the provinces and build a rapport with these officials to conduct future joint monitoring visits. As a result of these meetings, provinces have expressed their interest in supporting KISAN II work and applying a private sector-led approach to extension delivery in their provinces.
District level coordination. This trimester, formal meetings with three District Coordination Committees (DCC) were conducted and follow-up meetings with 18 of the 25 DCCs were carried out. These meetings are important to orient DCC officials on KISAN II’s approach and activities in adjoining municipalities. This orientation allows DCCs to assist KISAN II with monitoring
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performance of activities, communicating with municipality officials, and coordinating complementary activities.
Joint Sector Reviews. In November 2017, the federal Ministry of Agriculture and Livestock Development (MOALD) endorsed the establishment of the ADS-Joint Sector Review (JSR), a critical mechanism to maintaining GON and development partner focus on and accountability of ADS implementation and achievement. The ADS-JSR mechanism is a platform for dialogue and coordination between MOALD, line ministries, and development partners to carry out joint strategic performance reviews of the agriculture sector and associated programs and policies. It serves as a mechanism to ensure effective planning, programming, implementation, and achievement of sector results and ADS objectives. With the establishment of this mechanism, development partners are now tasked with aligning their activities with the goals of the ADS, which was not being carried out previously.
This trimester, the JSR core group, comprised of Technical Committee members, JSR Coordination Expert, and chiefs of the Livestock Production and Promotion Section, Development Cooperation Coordination Section, and ADS Coordination Section, briefed the Honorable Minister on the objectives, relevance, process, and expected outputs of the JSR and acquired his political endorsement. The JSR Coordination Expert briefed Province 1 stakeholders in Biratnagar on the establishment, functions, and plans of the JSR and how the mechanism can support agriculture planning and programming at the provincial level. The second and third JSR Technical Committee meetings were held on December 3, 2018 and February 15, 2019 respectively. Following the second meeting, the JSR core group rapidly assessed agriculture sector trends and progress against the ADS indicators and corresponding targets, identified gaps, suggested mitigation measures, and presented their findings at the third JSR Technical Committee meeting. The second part of the review is underway which covers operational and policy issues, including challenges from the recent restructuring of the sector in line with the federal governance system. Alignment of upcoming and ongoing Government and development partner- financed agriculture projects with the ADS and harmonization between the Government and development partner priorities are underway through the JSR mechanism. The next ADS-JSR Coordination Committee meeting will be held with the National ADS Implementation Committee annual meeting in April 2019, which will be chaired by the Honorable Minister.
COMPONENT 2: STRENGTHEN THE COMPETITIVENESS, RESILIENCE, AND INCLUSIVENESS OF SELECTED AGRICULTURE MARKET SYSTEMS Market and private sector demand drives KISAN II’s implementation strategy. As such, we have structured this report so that the summary of component activities begins with Component 2.
Opportunity Mapping. KISAN II continues to map relevant information associated with KISAN II’s value chains including, most importantly, private sector actors, but also information such as productive pockets. To date, 3,777 actors have been mapped (265 in Year 2), including agrovets, wholesalers, retailers, traders, cooperatives, financial institutions, goat farms, and others. The maps also differentiate
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between commercial and less commercially-oriented zones1 to identify vulnerable areas that could be incorporated into private sector partner capture areas (see map in Annex 4). There is a total of 2,114 wards in the ZOI, of which 968 are classified as commercial and 1,146 are classified as less commercial. By the end trimester two, KISAN II was working in 478 commercial wards with 49,946 farmers and 354 less commercial wards with 31,468 famers. KISAN II is using the map to consult with municipalities and concerned agriculture and livestock units to identify areas for collaboration. Table 4 below shows the number of organizations mapped by cluster since Year 1. The majority of actors mapped in Year 2 in the Banke and Kapilbastu clusters were from the goat sector.
Table 4: Number of private sector actors mapped by cluster Name of S.N. Y1 Y2 T1 Y2 T2 Total Cluster 1 Banke 445 2 0 447 2 Dadeldhura 469 56 3 528 3 Dang 693 41 1 735 4 Kailali 405 20 0 425 5 Kapilbastu 472 31 2 505 6 Kathmandu 626 80 2 708 7 Surkhet 402 22 5 429 Total 2,512 252 13 3,777
Streamline vertical linkages and select partners. A key component to increasing market system efficiency and improving the livelihoods of KISAN II’s target farming households is developing and strengthening the linkages and relationships between value chain actors. KISAN II is utilizing Year 1 cluster level market assessments to identify weak value chain linkages and relationships and is using the Partnership and Innovation Fund (PIF) to develop partnerships that address system constraints and strengthen weak linkages. KISAN II staff are also coaching both firms and farmers through a process of mutually beneficial growth, helping to improve value chain efficiency. KISAN II’s PIF is employed to buy-down the risk for organizations interested in piloting innovative business models that can bring dynamic change and improvements to the agriculture market system.
As part of the opportunity mapping visits, KISAN II staff and the private sector companies discuss KISAN II’s approach and potential business models for partnership. If there is synergy between KISAN II’s objectives and private company plans, they are encouraged to apply for a partnership grant. To date, KISAN II has published two annual program statements which were printed in national and local newspapers in Nepali and English. From these announcements and outreach at the municipality level, KISAN II has received 362 concept notes and 160 full applications; 34 full applications were received in trimester two. During T2 the Partnership Innovation Fund Advisory Committee (PIFAC) reviewed and evaluated 39 applications (including 5 applications received in T1), out of which 21 were subsequently approved by the PIFAC. This trimester, KISAN II established new partnerships with 59 market players (51 grantees and eight MOU partners) who will build the capacity of other market
1 KISAN II has classified all wards in its 25 districts as either commercial or less commercial. Commercial wards are those that have been classified by MOALD as part of a super-zone, zone, block or pocket for any of KISAN II commodities, or are less than 5 km from a road (main or feeder) in the Terai or less than 3 km from a road in the hills.
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system actors – particularly farmers. Table 5 shows the breakdown of grantees and the number of targeted households by cluster.
MOUs were signed with diverse partners including the GON, Agri-machinery dealers, educational institutes, wholesalers, financial institutes, and NGOs. Annex 2 and 3 detail each new grantee and MOU partnership established this trimester.
Table 5: Number of grantees and number of targeted households by cluster S.N. Name of No. of grants No. of No. of Total No. of Cluster in T2 households partnerships households targeted to date targeted 1 Banke 8 10,900 16 21,000 2 Dadeldhura 11 8,800 16 12,800 3 Dang 1 1,200 13 16,150 4 Kailali 11 18,650 15 24,650 5 Kapilbastu 0 0 7 16,200 6 Surkhet 10 7,200 12 9,200 7 Kathmandu 10 9,695 25 33,545 Total 51 56,445 104 133,545
KISAN II is partnering with a variety of market actors working along focus value chains including agro-dealers, agrovets, cooperatives, processors, vegetable traders, and financial institutions. The numbers of each type of partnership, details related to financial support and the numbers of households are as shown below.
Table 6: Number of partnerships, financial details and farm households by type of organization Type of # KISAN Partner Cost Total Cost Farm Comments Org Support $ share $ $ Household Agrovet/ 49 1,178,527 978,953 2,157,480 66,725 115 sales Input points Cooperative 42 881,679 879,192 1,760,871 48,770 Rice Mill 4 163,678 161,750 325,427 8,850 Trader/ 9 137,538 127,222 264,761 9,200 Veg trader and Wholesaler/ 1 financial Financial institution Institutions Total 104 2,361,422 2,147,117 4,508,539 133,545
Orient new grantees/partners. This trimester, KISAN II oriented all grantees on partnership and agreement management, the group formation process, site selection, activity planning, financial record keeping, the milestone reporting system, total budget, cost share requirements, if applicable, household coverage and yield targets, and inventory record keeping. This orientation helps grantees to better manage their business and achieve the set milestones. KISAN II staff consistently visit and coach partners as needed to build their capacity. During these visits, owners are engaged to discuss issues related to partnership implementation, including his/her plans post-partnership (including sustainability
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plans), so that partnership plans can be adjusted as necessary in accordance with each partner’s growing capacity.
Identify and train grantee/partner extension staff. KISAN assists as requested to identify technical staff to be hired by grantees and provides training to grantee technical staff. During T2, KISAN II provided two four-day trainings to 50 cooperative extension workers in Nepalgunj and Kathmandu clusters. There were 24 participants from Kailali, Kanchanpur, Banke, Gulmi, Dailekh at the Nepalgunj training and 26 from Kavrepalanchok, Nuwakot, Makwanpur, Sindhupalchok at the Kathmandu training. The training sessions included a standardized set of topics including extension worker roles and responsibilities, targeting and working with farming households, group roles, access to finance, monitoring and evaluation, as well as agriculture technical knowledge such as quality vegetable seedling production, cultivation practices, post-harvest management, integrated pest management, marketing, production planning, and irrigation.
Enroll and orient farmers. After a grant or MOU Table 7: No. of farmers reached by private sector partners is signed, partners form farmer groups to ease the Description # of groups # of farmers logistics and delivery of agriculture-extension Total 3,450 81,414 and embedded services. Private sector grantee Gender staff provide formal orientation to the farmers Female 58,426 regarding the purpose of group formation, future Male 22,988 plans, and expectations. To date, partners have Age formed 3,450 groups reaching 81,414 farmers. Youth (15-29) 17,783 Table 7 shows the breakdown by gender, age, and Over 30 63,631 caste Caste/Ethnicity Brahmin/Chhetri 27,340 Pre/post-season out grower/new Dalit 7,359 buyer/wholesale market forums. This trimester, Janajati 39,378 KISAN II oriented value chain actors on the Muslim 946 importance of market-led production through pre- Newar 846 season out grower/new buyer/wholesale market Other 5,545 forums in Kavre, Sindhupalchok, Nuwakot, Salyan, Rukum W, Pyuthan, Rolpa, and Jajarkot. Participants included retail and wholesale vegetable trader proprietors/managers, lead farmers, agrovet proprietors/managers, cooperative representatives, and Agriculture Knowledge Center representatives. The forums provided a platform for the respective value chain actors to share their requirements, problems, and challenges. The traders/wholesalers shared information on the market need/demand and provided information on varieties, quality standards and demand of popular vegetables. This allowed farmers to learn which commodities to produce and when to produce them so as to maximize benefit from market dynamics. This information also allows input suppliers to better manage stocks and inventory.
Discussions among value chain partners are embedded in all KISAN partnership agreements. For example, KISAN II MOU partner Phulwar Agriculture Cooperative organized one session to bring together their members and buyers to discuss demand and supply issues. Traders explained that the demand for vegetables in their area is around 700 MT per year, but total production is only around 100
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MT, so traders are forced to fill the gap with imported vegetables. Discussion centered around the status of vegetable production, vegetables demanded in the local market, and better performing varieties of winter and spring season vegetable crops. Farmers left the discussion confident that there was an opportunity for them to address the vegetable shortage in their area and earn a good income. Phulwar will conduct a post-season forum to evaluate actual production against demand and work farmers to help adjust production planning and practices to meet local demand.
Train Farmers in less commercial and commercial zones. As previously mentioned, KISAN II has classified wards as either less commercial or commercial. By the end trimester two, KISAN II was working in 354 less commercial wards with 31,468 farmers and 478 commercial wards with 49,946 farmers. Our expectation was that KISAN II would need to provide increased incentives to partners to work in less commercial zones but, based on experience to date, this is not the case. As part of the YR 2 Pause and Reflect Workshop and YR 3 Work Planning, KISAN will the assess project strategy in this regard. Is the ward classification system helping KISAN II reach and assist vulnerable households? Are some wards that are currently classified as “less commercial” actually “commercial”? Are larger incentives not needed?
Empower and link vulnerable and marginalized groups. KISAN II aims to promote inclusive development by enabling less commercially-oriented farmers (particularly women, youth, and marginalized groups) to access market benefits. As this population often has fewer assets, lower awareness of market dynamics, and are often geographically separated from more commercially connected farming households, they require more intensive capacity building (market “push” activities) to be seen as attractive and dependable contract growers for buyers.
In PIFAC meetings, committee members are made aware of whether the owner/manager is female or from a socially excluded ethnic group and/or if the organization (cooperatives usually) targets women or socially excluded members of society.
The project still engages private sector actors to build market relationships to underserved groups, incentivizing local agrovets and cooperatives to train farmers and demonstrate improved inputs, while KISAN II staff conduct visits to see these emerging farmers’ potential and initiate test shipments before helping to facilitate longer-term linkages with buyers. KISAN II and its partners are working to provide wholistic technical assistance that increases their access to quality inputs (through partner agrovets), markets (through collection centers and market planning committees), mechanization (through custom hire schemes in cooperatives) and finance (through Saving and Credit Cooperatives (SACCOs)). This will allow farmers to scale production and move towards agriculture commercialization. See Box 3 which demonstrates Madhya Pashim Agrovet Center’s technical assistance to women farmers through improved agriculture practices, marketing support, and access to finance for improved inputs.
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Box 3. Women benefiting from group farming
Fourteen women farmers from Lekhbesi Municipality worked together to establish a farming plot through their farming group, Shree Sana Kisan Tarkari Kheti in July 2018. The plot was used to start farming on 1.35 hectares of leased land. Madhya Pashim Agrovet Junior Technical Assistants provided training to these women on improved farming techniques, plant protection measures, post-harvest handling, and marketing. These women have already harvested and sold 50kg of broccoli, earning NPR 2,250. Because of the technical assistance received, these women are encouraged to work together to continue group farming. "This is a totally new experience for us, working together on a farm and saving money in one account and creating harmony between us. It’s fun to work together, learn, and earn together. This is vegetable farming on a small scale; if irrigation facilities become available we will scale up the farming up to 2 hectares of land benefiting 25 households (14 existing and 11 new members)", Ms. Krishna Kumari Paudel, Group Chairperson described. Madhya Pashim Agrovet Center worked together with Sana Kisan Agriculture Cooperative to provide NPR 75,000 in financial support to the women’s group to purchase inputs such as seeds, fertilizers, insect nets, IPM tools, etc.
Establish/Strengthen Collection Centers/Market Planning Committees (MPCs). 31 KISAN II partners have included the establishment or strengthening of collection centers as part of their plans. Some cooperative partners are interested in managing collection centers themselves while others are assisting member farmers to establish MPCs so that farmer members can run collection centers. In both cases, KISAN II advises partner cooperatives how to proceed, including training farmers in aggregation techniques, such as post-harvest care and handling, production planning, and how to nurture trader contacts to attract market interest and graduate to a more consistent and advantageous buyer-seller relationship. MPCs are especially valuable for vulnerable and marginalized farmers in less- commercially oriented areas, as these farmers do not have the bargaining capacity to market their produce individually to traders or wholesalers. In such cases, MPCs play a vital role in aggregating goods and linking farmers to viable markets (see Box 4).
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Box 4. MPC Strengthening in Banke In Raptisonari Municipality of Banke district, vegetable traders rarely visit farmers due to the road conditions, especially during the rainy season. In order to promote commercialization in the area and to support farmers in marketing and bulk produce purchases, KISAN II supported partner Siddheshor Krishak Sahakari Sanstha to form an MPC and collection point as part of their cooperative activities. Comprised of nine members, the MPC was oriented on market led production planning, marketing best practices, post-harvest handling techniques, and record keeping. The MPC now collects vegetables every Monday and sells to the Nepalgunj wholesale market. To date, 3 MT of vegetable crops have been traded through the MPC.
Develop and print vegetable trader’s directory. KISAN II developed and printed 8,000 copies of a vegetable traders' directory. The directory consists of detailed information regarding 521 vegetable trading companies and their proprietors. The directory provides farmer groups with information and contact details of various traders in the local, regional, and national markets. The directory decreases farmer dependence on single buyers and contributes to the movement of product from surplus to deficit areas and thus smooth pricing. The directory includes nine questions farmers can ask buyers to help them negotiate and to help guide them in future production decisions (see Box 5). Box 5: Directory – 9 Key Questions
1. What vegetables are you looking for? 2. What is the minimum quantity required of each? 3. When do you normally need the supply of the vegetables? 4. Is there any specific time when you can provide us (farmers) premium price for the vegetables? 5. What are the quality criteria which determine the price you pay? 6. Are you willing to pick up vegetables if we ensure minimum quantity? 7. Are you willing to provide extension services to produce according to your criteria? 8. What can we do to earn a premium? 9. Are you interested in making an agreement with us if we can assure you of the required volume and quality of vegetables?
Strengthen horizontal linkages. This trimester, KISAN II focused on determining the feasibility of a national “Buy Local/Nepal Fresh” campaign to promote the cultivation and consumption of locally grown produce. A unifying brand promoting local produce has the strong potential to solidify the market, encourage market growth through increased production, and unify market actors across the value chain, creating stronger and lasting business relationships. KISAN II with its consortium partner, OSC, developed a detailed concept note for the proposed campaign and conducted interviews with 17 key development, government, and private sector actors in the agricultural and economic development markets to measure their level of interest in supporting or endorsing the campaign. All interviewees
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expressed support for the concept and indicated that a campaign to promote the agricultural markets in Nepal is a needed marketing initiative that has the real potential to make an impact by clearly marking local produce and producers, guiding consumers to sources of local agricultural products, and growing the overall consumption and production market by increasing demand. Valid reservations from respondents centered around quality assurance, origin assurance, specific region and product promotion, and exports promotion. Based on the discussions, a revised concept note was developed and shared with USAID for review and feedback. KISAN II, in coordination with OSC, further plans to outline an implementation plan and draft Terms of Reference for the working group, outlining the purpose and expected roles and responsibilities of the working group members.
Initiating Activities in the Goat Sector. Nepal has 11.17 million goats, yet in 2015/16 Nepal imported 479,207 live goats from India, indicating significant scope to increase domestic production. Goats contributes about 12% to the total livestock GDP and 20% of the meat production in the country. KISAN II conducted a brief goat sector study and identified the following four major systemic constraints: 1. Poor quality breeding stock and indiscriminate breeding system with high inbreeding 2. Lack of access and information to quality feeds and fodder 3. Limited access to formal markets 4. Limited adoption of improved goat husbandry practices
To tackle these systemic constraints, KISAN II will focus on the following four intervention areas: 1. Improved goat breeds and breeding system 2. Improved goat feed and feeding practices 3. Improved goat trade and marketing of breeding stock 4. Improved information and advice on goat husbandry practices
KISAN II’s Goat Sector Advisor visiting a goat breeder
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KISAN II conducted an internal goat workshop to discuss its goat strategy and intervention areas to improve identification of and support to private sector actors working in the goat sector. The KISAN II’s Goat Sector Advisor has been providing technical backstopping support to KISAN II staff so discussions with potential goat sector partners result in concept notes and proposals that address the above systemic constraints.
This trimester, KISAN II signed four partnership agreements with organizations partially working in the goat sector, two in Jajarkot (Sandeep Agrovet Center and Karun Agrovet Center) and two in Surkhet (Janamukhi Krishi Tatha Pasupalan Sahakari Sanstha Ltd. and Laxmi Vet Center) targeting 550 goats. This trimester, four full applications and nine concept notes were received for activities in the goat sector, which will be reviewed in the third trimester.
Enhance financial services markets that serve selected market systems.
MOUs with Banks. In T2, KISAN concluded MOUs with: • Sanima Bank to expand retail agricultural lending. Through the MOU, Sanima Bank will provide agriculture interest subsidies for agriculture loans and facilitate rebates from Nepal Rastra Bank. The borrowers will only have to pay the subsidized interest rate if they adhere to the bank policies and regulations. • First Microfinance Laghubitta Bittiya Sanstha, which provides wholesale lending facilities to cooperatives.
With respect to MOUs signed in previous periods: • Laxmi Bank Limited has oriented, trained and signed contracts with three agrovets, Krishi Sewa Beej Bhandar in Kavre, Janata Agrovet in Dang, and Saud Agrovet in Dadeldhura, to serve as branchless banking (BLB) outlets. To date, the BLB outlets in Kavre, Dang, and Dadeldhura have opened 212 accounts. Furthermore, the BLB agent in Kavre has received a NPR 100,000 collateral-free overdraft as working capital because they have opened more than 100 accounts. Laxmi Bank is monitoring the BLB activities and the local branches are conducting one-on-one trainings/counseling with agrovets as needed. Based on the initial interest of agrovets to serve as BLB agents, Laxmi Bank is interested in scaling this service to other KISAN II agrovets. • Civil Bank has developed a new product through which they will provide a 5% interest rebate for agricultural loans if borrowers pay the Equal Monthly Instalment (EMI) for 3 months. The bank provides up to NRs. 1,000,000 in agriculture loans without fixed assets for collateral. KISAN II is promoting these products and linking Civil Bank with KISAN II grantee partners.
Cooperatives – Key KISAN II Partners. Cooperatives are proving to be key partners for KISAN II, for enhancing access to financial services and, increasingly, for improving access to non-financial services.
In T1 and T2, KISAN II assessed 277 cooperatives (partners and non-partners) in its ZOIs based on 20 indicators—financial management (10) and governance (10). No industry-wide cooperative capacity building activities are envisioned at this time. Rather, the assessment is used to guide KISAN’s work with both partner and a select group of non-partner cooperatives. For partner cooperatives, the
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assessment allows us to better target capacity building support. For non-partner cooperatives, the assessment results guide us in targeting prospective cooperatives for partnership and/or for linking cooperatives with non-cooperative partners (such as agrovets, traders) and the farmers working with non-cooperative partners. There have been a number of cooperative failures in the last several years due to poor governance and financial management and the assessment will help KISAN reduce the risk of working with a potentially problematic cooperative.
KISAN is currently partnering with 42 cooperatives that are targeting 48,770 farmers with both financial and non-financial services. KISAN is helping partner cooperatives to initiate or strengthen non-financial services delivered or facilitated to farmers including access to high quality inputs, farmer productivity and post-harvest training, aggregation and marketing, and custom hire services, among others. With respect to financial services, KISAN is supporting partners and other strategic cooperatives in the following areas:
• Wholesale loans. An increasing number of cooperatives are seeking additional capital resources to scale-up. KISAN II identified grantee cooperatives that were interested in obtaining wholesale loans to expand their credit portfolio and KISAN II linked these cooperatives with wholesale lending organizations like Rural Microfinance Development Center, Agriculture Development Bank Limited, National Cooperative Development Bank, and RSDC Micro- Finance Bank, assisting them with the loan application process, where necessary. With support from KISAN II, partner Kasturi Multipurpose Cooperative in Jajarkot met with several lenders, analyzed the terms and conditions of each offer, and accepted a two-year wholesale loan of NPR 10,000,000 from Cooperative Development Bank, Surkhet branch in February 2019.
• New product development. Remittances are a huge contributor to sustaining the national economy. The positive impacts on poverty alleviation and development become greater when remittances are saved and invested in infrastructure and productive economic sectors. Initially, Kasturi Multipurpose Cooperative was originally only providing savings and credit services to its farmers. After institutional strengthening support from KISAN II, Kasturi added remittance financing, which offers a lower interest rate (compared to other loan products offered by the cooperative), a rebate on membership fees, a special interest rate on a remittance savings account, and embedded agriculture training. In addition, Kasturi also established a separate agriculture section, mobilizing six agriculture technical graduates for on-the-job training. Through these additional service offerings, membership has increased 34% (from 1,194 to 1,594).
• Link non-cooperative partners (such as agrovets, traders) and the farmers working with non- cooperative partners to financial service partners. This helps increase the availability of financial services for farmers and helps increase the membership and asset base of cooperatives. For example, KISAN II partner Unique Agro Center and Rupak Vet Pharma signed MOUs with four different cooperatives to provide financial services to its targeted farmers. Some small agricultural cooperative partners of KISAN II are occasionally unable to service all the financial needs of their members and in cases such as these KISAN II promotes partnerships with larger cooperatives or with other financial services institutions. This trimester,
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KISAN II supported Dadeldhura Farmers’ Cooperative Society (DAFACOS) to establish linkages with NADEP Microfinance Development Bank in Dadeldhura. As a result, NADEP is now providing financial services to 76 members from three DAFACOS farmer groups
Promote group savings and credit activities. Savings and credit groups provide rural farmers with the financing needed for small-scale farm investments or other purposes and promotes savings to cushion vulnerable farmers from shocks. Training on running successful savings and credit groups is included in KISAN II’s business literacy training materials. In addition, KISAN II builds the capacity of partner technical staff to help establish group-based savings and credit groups as active savings and credit groups can contribute to increased satisfaction of partner farmers and increased sales of partners.
Enhance market infrastructure and other services to support selected market systems.
Expand access to safe and cost-effective storage and warehousing. This trimester, KISAN II partnered with TechSol to conduct a Technical Workshop on Grain Management. The workshop aimed to increase awareness on proper grain management practices and increase adoption of improved storage and grain technologies and techniques to reduce post-harvest losses among feed, rice, and lentil millers in KISAN II's ZOI. 29 private sector representatives attended, from rice mills, cooperatives, and the feed and food industries. Eleven KISAN II staff also attended to increase their knowledge of new grain management technologies and to improve technical assistance to KISAN II partners and other private actors working in this area. Table 8 below details the five organizations who presented and which technologies/topics they showcased.
The organizations described how the technologies help improve factory efficiency, reduce post-harvest loss, and increase profit. Most of the participants showed interest and have followed up with TechSol to receive quotations and detailed information about the technologies showcased.
Table 8. List of Technologies presented during the grain management workshop
S.N. Organization Topics covered/technology showcased
1. Satake Rice milling machinery 2. Frigortech Grain management and ecological grain conservation (GRANIFRIGOR) 3. Silos Cordoba Silos and grain storage 4. Indus Control Packaging automation and conveyer system for and Automation grain processing 5. Yana Solar Utilization of solar efficient grain management and cost reduction
During the workshop, KISAN II surveyed 14 companies with storage units about their perspective on inventory credit and if they were using it or not. Most of the companies were aware of inventory credit but were not practicing it. The most common reason mentioned was that banks were not willing to provide loans solely based on inventory stock and they seek additional assets to supplement the inventory credit scheme. However, some of the companies are providing an advance to farmers to reserve all of their production. Next trimester, KISAN II plans to organize a round table discussion with
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banks, insurance companies, industries with warehouse facilities, agriculture traders, and MFIs to discuss the issues with inventory credit and how they can be mitigated.
Given the level of post-harvest losses in vegetable, there is interest from a number of partners in cooled storage facilities. One of KISAN II’s grantees, Babu and Shahi Tarkari Tatha Falful Thok Pashal, has installed a forced-air cooling system to reduce post-harvest storage loss. With this cooling system, the room temperature is maintained at between 0 to 10 degrees Celsius, which is ideal for increasing the self-life and maintaining the quality of fresh vegetables. This will help reduce vegetable loss, stabilize markets, and ensure farmers receive premium prices for their produce. At the moment, Babu and Shahi face a loss of almost NPR 2 million each year due to post-harvest loss at various stages in the supply chain. Prabal Shahi, owner of Babu and Shahi described, “Due to post-harvest loss, often we have to dump the product at a price well below the rate that we pay for it. Thanks to the partnership with the KISAN II project, we have now successfully installed the forced air-cooling system with the capacity to store 16 MT of produce. Now, the farmers will not need to take back their vegetables during times of excess supply and will receive premium prices for their quality produce.”
Prabal Shahi with the new forced- air cooling system in his wholesale store, Surkhet
Increase access to mechanized services. KISAN II signed an MOU with Om Satya Sai Machinery Trade in Kavre to increase adoption of agro-machinery among farmers (in Kavre and Sindhupalchowk). The company will promote and market agro-machinery through demonstration and promotional videos among selected KISAN II grantee farmer groups. In addition to demonstrations at the farmer level, the partner will identify potential aftersales service providers and/or potential sales agents and provide a 5- day technical training on aftersales repair and maintenance and educate them on sales and commission structures. Furthermore, the partner will coordinate and collaborate with KISAN II partner cooperatives to tie loan products with agro-machinery sales and initiate custom hiring centers.
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Aathmanirvar cooperative, Kavre procuring a mini-tiller for A woman farmer practicing with a mini-tiller, who started commercial demonstration and custom hiring farming after connecting with Janaki Agrovet, Kailali purposes
Last year, KISAN II conducted a study which concluded that machinery use increased farm efficiency by 65% for farmers and 58% for service providers, allowing them to invest their time and resources elsewhere. KISAN II is currently assessing six cooperatives that are utilizing a custom hiring business model for machinery. The results will be finalized during the third trimester and will assist interested cooperatives in initiating custom hiring services.
Improve grading, testing, and standards adherence services. Siddharthinc conducted a demand analysis of the market potential and status of premium vegetables. Annex 6 shows detailed information on the demand volume and quality parameters of the top three premium vegetables (mushroom, broccoli, asparagus) and where they are sourced. The study also identified capsicum and habanera chili peppers as increasing in demand and emerging as premium vegetables. Based on the findings of the report, KISAN II is planning to design and initiate activities related to improved grading, testing, and standards adherence for the top three premium vegetables identified. Furthermore, KISAN II is updating its farmer level trainings to include information on these premium vegetables.
Improve access to market information services. Access to information (both technical and market related) is a major constraint faced by Nepali farmers. Farmers have limited access to accurate information that could help increase their yield and income. To address this constraint, KISAN II signed a MOU with Development Voyage Pvt. Ltd. which has a fully integrated human-centric technical platform (Blooom) that provides backward and forward integration services to farmers through commission agents (cooperatives, agrovets, traders, etc.). The primary function of Blooom is to serve as an agriculture platform that gives farmers access to production, finance, and market information, and streamlines the work of cooperatives, SACCOs, companies, suppliers, and other stakeholders that interact with the farmers. Using a smart farming algorithm, Blooom’s app enables farmers to connect with buyers. KISAN II is supporting Development Voyage to pilot this application with KISAN II cooperatives and agrovets located in Makwanpur and Palpa. Based on the results of the pilot, KISAN II will consider next steps.
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Expand trade in domestic and regional markets to support agricultural market systems development. Siddharthinc conducted a study of four wholesale markets in Kathmandu (Kalimati, Balkhu, Baneshwor, and Chabahil). The objective of the study was to identify the top vegetables traded in Kathmandu and where they are sourced. Based on research, KISAN II will update the trainings provided by its partners to incorporate information on production and management of these vegetables so that farmers can optimize their vegetable production based on demand and reduce their dependency on imported vegetables. The finalized study will be shared in trimester three.
COMPONENT 1: IMPROVE THE PRODUCTIVITY OF SELECTED AGRICULTURE MARKET SYSTEMS Working through private-sector market actors and community-based service providers, KISAN II builds the capacity of farming households. KISAN II’s partners equip farmers with the skills to not only master agronomic productivity and post-harvest practices that increase yields and reduce losses, but also fosters business development skills to ensure farmers’ ability to assess the cost-effectiveness of new practices and technologies and understand the benefits of aggregation, crop diversity, and market responsive production planning. This enables them to better weather unforeseen economic and climatic shocks and be prepared to take advantage of future opportunities.
Under Component 1 and aligned with Nepal’s ADS, KISAN II and our partners are exploring multiple pathways to increase agricultural productivity, including: (1) intensification of selected crops/varieties demanded by the market in suitable areas through the use of modern technologies and good agronomic practices, incentivized through improved linkages between production sites and markets through value chain actors; (2) diversification of crops/varieties and end products in the ZOI that respond to agronomic, productivity, and market potential; (3) value addition to obtain better prices and access in the markets; (4) sustainability of production and increased resilience to climate change; and (5) effective use of available resources and inputs (see an example in Box 6).
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Box 6. Grantee Improving Sales Skills
Rita Shahi, Madhya Pashim Agrovet, Surkhet
Rita Shahi is a Madhya Pashim Agrovet salesperson and is shown above selling plastic trays to her customers. Through partnership with KISAN II’s, Rita received on-site coaching to improve her business, accounting, and management skills. Madhya Pashim is working to increase their agrovet business by improving its services through improved quality inputs and technical services to 12,000 farmers in Surkhet and Dailekh districts. Madhya Pashim now provides a 5% discount to its members when they buy inputs from their store.
Facilitate intensification and diversification of male and female farmers and socially excluded groups into higher-value commodities.
Form farmer groups, inclusive of women, youth and marginalized groups in less-commercially- oriented zones. KISAN II partners form groups to assist farmers in learning from peers, purchasing inputs in bulk, and aggregating their goods for collective sale and marketing. In addition, by forming groups, KISAN II partners are able to deliver products and services more efficiently. To date, KISAN II partners have formed 3,450 groups with 81,414 individual farmer members. Of these farmers, 72% are female and 58% are from ethnic/religious minority groups. To ensure inclusivity, KISAN II encourages partners to include women in farmer groups and offer them leadership positions, schedule trainings at times that are convenient for women, and use training materials that function equally well for both literate and illiterate groups. Partner technical staff assist in strengthening group dynamics, developing by-laws, record keeping and financial management, and governance. Productivity-enhancing training (as described below) is delivered by partners with mentoring and monitoring from KISAN II field staff.
Strengthen capacity of agrovets to deliver quality inputs and other services. Building on KISAN’s modular agrovet training guide, KISAN II is delivering tailored instruction to vendors at different levels of business development and agronomic skills. This trimester, KISAN II conducted three TOTs for 72 agrovet extension staff (43% female) to build their technical knowledge and practical skills on improved agriculture production technologies and practices suitable for the hill and terai regions. In addition, extension staff were briefed on KISAN II’s private-sector led approach, M&E indicators and targets, and the roles and responsibilities of extension staff in grant implementation.
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Box 7. R.H. Agrovet on track to double their sales
Hira lal Katharina, R.H. Agrovet Proprietor R of Joshipur-1 Kailali
After partnering with KISAN II, R.H. Agrovet was able to increase his customer reach by carrying out farmer field demonstrations jointly with farmers. The agrovet carried out ten rice and twenty vegetable demonstrations in Kailali district. For the rice demonstrations, the agrovet collaborated with Sunrise Seed Company in Dang, to obtain quality seeds. The agrovet has already received orders for NPR 300,000 worth of hybrid fine and medium rice seed varieties, which were demonstrated during last season. The proprietor of R.H. Agrovet is a migrant returnee from Israel. Now, he has more than 1,000 regular customers (an increase from about 500) who receive direct technical support and access to improved agriculture inputs. As a result of the increased demand for improved seeds and inputs, his sales and income have nearly doubled. Last year, his sales totaled NPR 8,000,000 and this year, in just seven months, he has already grossed NPR 6,000,000.
Increase adoption of profitable, productivity-enhancing, and climate-smart technologies by all groups, including youth, women, and disadvantaged groups. To date, private sector partners have trained 87,916 farmers through 3,831 productivity-enhancing and climate smart agriculture trainings, such as use of hybrid seeds, nursery raising in plastic trays, seedling raising in poly bags, and off-season cucumber cultivation under low and high tunnels. Demonstrations were also conducted on climate resilient technologies for onion and cauliflower production and use of drip irrigation, plastic mulching, and plastic high tunnels for off season vegetable production. In addition, private sector partners trained farmers on improved crop management practices, IPM technology, and proper staking to enhance vegetable production and productivity.
Agrovet providing on-site mentorship to set up plastic mulching
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This trimester, the KISAN II consultant Ms. Susan Shulman of OSC prepared a Social and Behavior Change Communications (SBCC) curriculum for project field staff, local partners, and grantee staff aimed to increase adoption of improved agriculture practices, particularly by vulnerable and marginalized groups. The consultant reviewed project documents, developed a short online questionnaire completed by KISAN II and grantee field staff on their interests and needs with regards to behavior change communication, and made a field visit. The consultant used this information to develop a 4-day TOT curriculum for a team of 16 trainers (mostly Area Coordinators and Agricultural Program Officers from each cluster). The TOT took place in Kathmandu from March 6-9, 2019. The curriculum included basic SBCC theory, but was largely practical, involving SBCC concepts, principles, and group work to define priority behaviors more clearly, select and describe target audiences, examine factors influencing behaviors and practices, and developing effective messages and group activities. The training also included sessions on basic group facilitation skills and one-on-one sales skills. After each session, participants provided feedback that the consultant used to update, edit, and streamline curriculum into a 2-day curriculum for Agriculture Marketing Technicians and grantee focal persons. KISAN II is planning to utilize the SBCC approach to facilitate in the adoption of technologies for its five commodities. KISAN II will develop a standard “Menu” that will include simple and clear recommendations with doable actions for targeted disadvantaged farmers. The private sector partners will prioritize the recommended behaviors based on seasonality and associated needs. Please see Annex 5 yield increase priority behaviors for KISAN II Project.
Private sector partners developed seven radio jingles to provide information on climate-resilient technologies and improved practices being promoted by cooperatives. The radio jingles have been aired six times a day via local FM radio in various districts over trimester one and two. These messages are intended to increase awareness and adoption of these improved technologies and practices among farming households.
Good Agriculture Practice (GAP). The GON prepared Nepal GAP (Good Agricultural Practices) standards to encourage safe food production in domestic markets and to increase regional and global trade. The Nepal GAP standards cover food safety, quality, environmental management, and workers’ health, safety, and welfare. GAP is a new concept in Nepal and many growers lack the required knowledge to implement GAP. In Year 2, KISAN II engaged consultant, Devon Zagory, to conduct four TOTs for KISAN II staff, private sector partners, and GON staff on Food Safety (an interim step towards Nepal GAP). One of the trainings was completed in the first trimester and the remaining three were completed during the second trimester. A total of 140 participants from DFTQC, Agriculture Knowledge Centers, private sector, and KISAN II were trained. KISAN II’s training sessions on Food Safety included information on water quality and management, soil management, possible sources of contamination, and potential food safety hazards, including chemical, biological, and physical contamination on farm and during harvest, post-harvest and distribution. The training also included practical steps to minimize pathogen contamination risks. Following these trainings, KISAN II staff trained partner staff on Food Safety and these partner staff will deliver Food Safety trainings at the farm level. As farmers adopt these food safety practices, benefits will extend to both farmers and consumers. KISAN II is coordinating closely with DFTQC to host a one-day orientation program on Food Safety at the provincial level. In trimester three, KISAN II
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will work with MOALD to develop and endorse Food Safety communication toolkits that are responsive to end market requirements and to the behaviors and risk tolerance of farmers at different levels of development.
A farmer demonstrates the correct use of chemical pesticides. Panchkhal Bij Bhandar (Agrovet) is promoting proper use of good agriculture practices in Kavre. The agrovet is promoting his own brand (shown on the sticker) to promote safe pesticide use.
Training/Communication materials. KISAN II is following the guideline outlined in its Communications Strategy to develop communications and training materials. The project is developing effective communications and training materials by identifying the audience need and priority behaviors. The visual materials are based on identified barriers and lesson learned from the field. Dissemination of materials will be based on partner and farmer needs and in accordance with seasonality of the agricultural cycles.
During T2, KISAN II developed and printed Business Literacy Module 6 and updated, printed, and began using the Farmers Training Manual, initially developed under KISAN I. The Farmers Training Manual will be used by KISAN II and partner technical staff and has been shared with the Department of Agriculture, Office of Communications and Information. In process are a pictorial booklet to promote Food Safety Practices (aligned with Nepal GAP) and tool kits on 20 priority practices.
Community video production and Dissemination in the Community. To date, 26 private sector partners from 13 districts have received video production and dissemination training. With technical backstopping from trained KISAN II staff on video production, they produced seven videos during T2 and 17 videos project to date on various agriculture and business-related topics. Videos were shown through a pause-discussion-reflection process, in which a facilitator paused the video after important
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messages and initiated discussion and reflection among participants. Participants observed best practices captured in the videos and discussed their benefits. After dissemination, farmers were more confident in their ability to implement and adopt new technologies. KISAN II incorporated a new Digital Green community video specialist and procured new equipment during T2; we expect to intensify community video development and dissemination in T3.
Grantee producing a video to introduce new agriculture inputs
Conduct demonstrations, field days, and exposure visits. To date, private sector partners have conducted 1,199 demonstrations on high plastic tunnels, lentil sowing using seed drills, vegetable production technology, IPM technology, super grain bags, improved seed varieties, and crop production and management practices. Demonstrations were conducted in lead farmers’ fields and reached 30,133 farmers. These demonstrations are used to exhibit good extension tools, various agricultural techniques and technologies, and new or improved crops and varieties. These demonstrations also serve as a venue to test new methods alongside traditional ones.
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Box 8. Agrovet partners with municipality to provide services to farmers
Municipality soil specialist discussing soil quality with farmers
Laxmi Agro-vet Center in Surkhet organized a soil testing campaign and plant health clinic in close coordination with Gurvakot Municipality. The Gurvakot Municipality provided financial and technical support to conduct the events. For the soil testing campaign, 207 soil samples were collected from various wards within the municipality. Soil health conditions were found to be poor and farmers were advised on soil quality management based on the results of the soil sample from their farms. Techniques included application of lime to neutralize soil pH in acidic soil and applying adequate compost manure to help neutralize soil pH and provide essential nutrients to the crops. During the plant health clinic, farmers brought 336 plant disease and pest samples, which were analyzed by trained agrovets and provincial office staff and provided information on preventive and curative measures to address the pest and disease problems. These events helped increase agrovet sales of lime and other pest/disease products. Coordination with the municipality has helped strengthen their relationship and has helped build a trusting relationship with farmers.
This trimester, Sikha Agrovet Center in Rajapur, Jaljala Seed Company in Rolpa, Kalika Agri Center in Pyuthan and Rapti Agrovet in Rukum participated in an agriculture fair organized by the Chamber of Commerce and Industry in their respective districts. The fairs provided agrovets an opportunity to display and promote new agriculture technologies to farmers. Technologies presented included nursery raising using plastic trays, plastic mulch, IPM technologies like traps, lures and bio pesticides, different types of micro nutrients, growth hormones, and small tools and machineries like corn shellers and power tillers. Plant protection information for major diseases and pests was also printed and displayed at the fair as well as information on types of services farmers can access from agrovets. During the fair, agrovets distributed key rings with their contact information to farmers.
To date, grantees have conducted 37 field days, reaching 2,241 farmers to demonstrate the use of improved seed varieties and best management practices implemented by lead farmers. During the field days in trimester two, farmers from neighboring groups gathered to observe the innovative and
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improved technologies applied by lead farmers. Ward chairs and officials from municipality-level agriculture units were also invited to participate, and they shared their observations and positive feedback regarding the promotion of improved agriculture practices. Farmers who participated in the field days interacted with host farmers to understand the benefits of the practices and use of improved seed varieties. Farmers were able to observe the differences between their existing practices and improved techniques. Visiting farmers were happy to see how different management practices have contributed to improved productivity and production.
Female farmers practicing nursery management in a raised bed while maintaining proper spacing
Expand access to irrigation. Irrigation is critical to increase agriculture productivity and farmers’ incomes. KISAN II is increasing awareness of appropriate irrigation technologies for the hill and Terai regions and helping farmer groups access funds from municipalities to offset the costs. This trimester, 35 irrigation schemes were installed in 8 districts, benefitting 502 households. Twenty- four of the schemes were installed by private sector partners and 11 by KISAN II for the benefit of farmers working with KISAN II partners. These irrigation schemes will allow farmers to access irrigation facilities for 112 ha of cultivable land. KISAN II staff, private sector partners, and farmers were actively involved in leveraging resources from municipalities to install these irrigation facilities. Of the total amount spent on irrigation schemes (NPR 4,586,444), 61% was leveraged from the households and municipalities.
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Box 9. Solar Lift Irrigation Installed in Collaboration with Municipality
Mayor of Barahatal Rural Municipality observing the irrigation system.
In collaboration with Barahatal Rural Municipality, a solar lift irrigation scheme was established in Bardanda of Barahatal Rural Municipality in Surkhet. The municipality covered 77% of the total cost of the irrigation scheme (NPR 1,800,000 of NPR 2,335,576). Bandipur farmer’s group, formed by KISAN partner Madhya Paschim Agrovet Center, contributed NPR 482,176 through cash and in-kind contributions (about 20.6%) and KISAN II covered the remaining NPR 53,400 (about 2.2%). KISAN II also provided technical support related to design, budgeting, and installation supervision. This scheme will irrigate 2 ha of land and will benefit 19 households. Based on the results, the municipality plans to expand the system to irrigate additional hectares which will benefit even more households.
An MOU was established with Gulariya municipality to install 14 shallow tube wells. Out of the 14, ten will be installed on a cost sharing basis with the municipality and four will be installed by KISAN II. All shallow tube wells will be installed for KISAN II’s private sector partner farmer groups within the Gulariya municipality.
Private sector partners installed 39 drip irrigation systems in Kailali and Kanchanpur districts. Udayadev installed 30 of the systems and Kisan Agrovet installed the remaining nine systems. Twenty- four were installed in high plastic tunnels and 15 were installed in open fields. These drip irrigation schemes included four lines of drip pipes. Fertigation systems were combined in most of the drip systems to supply fertilizer together with water. These drip systems helped to irrigate 2,000 square meters of farmland and were very useful to grow of off-season vegetables during the summer season.
This trimester, KISAN II and private sector staff provided 13 trainings to farmer’s groups on repair and maintenance of irrigation schemes, production planning, and equitable use of water. These trainings reached 278 farmers (245 female) from 13 farmer groups.
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Women farmer maintaining her drip irrigation system in Kailali
COMPONENT 3: STRENGTHEN THE ENABLING ENVIRONMENT OF SELECTED AGRICULTURE MARKET SYSTEMS Under Component 3, KISAN II works closely with government at the federal (MOALD, among others), provincial and municipal levels and with private sector organizations like the Association of Nepalese Rice, Oil and Pulses Industries (ANROPI) and the Federation of Woman Entrepreneurs' Association of Nepal (FWEAN). KISAN II’s enabling environment team works on activities that: (1) address critical constraints that impede the development of well-functioning market systems, add undue costs to actors across a market system, and create disincentives for investment at all levels of selected market systems; (2) reinforce KISAN II interventions across other objective areas; (3) respond to market systems; (4) have the potential to accrue time and labor savings, cost reductions, and enhance reach and value of benefits to women, youth, and marginalized groups; and (5) integrate KISAN’s best practices (e.g., private sector models in rice, maize, and vegetables) into MOALD’s annual program for wider scale up.
This trimester, KISAN II focused on establishing good working relationships with federal and provincial government agencies and local municipalities, building their agriculture program planning, monitoring, and evaluation capacity, and conducting an assessment of the functional linkages among the three tiers of government.
Build capacity for streamlining, harmonizing and coordinating GON policies and regulations.
Develop Policy Support Agenda. The National Food Safety Policy has been submitted to the cabinet for approval and the new Food Safety and Standardization Bill is in the final draft stages. The Agribusiness Promotion Bill is still pending with the Ministry of Law, Justice and Parliamentary Affairs. KISAN II is following these policy developments closely as they could have potential impacts on KISAN II activities or safe food practices messaging.
During T2, KISAN II, in collaboration with the Director General and DFTQC senior officials, identified two priority policy items for KISAN II support: technical food regulation/guidelines required for effective implementation of the Food Law; and commodity specific GAP standards for two important vegetable crops (to be determined). KISAN II will assist with drafting two technical regulations: one on licensing and registration of food businesses and the other on export-import inspection and certification.
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KISAN II has prepared a draft RFP to undertake an assessment study and assist DFTQC in drafting these technical regulations.
Engage private sector advocacy groups in policy dialogue. While developing the roadmap for KISAN II’s policy work, private sector partners requested project support to organize dialogues as part of their advocacy programs at different levels of the federal governance structures. During the second trimester, KISAN II began working with FWEAN to conduct a policy assessment to identify specific gaps and constraints in existing policies, regulations, administrative procedures, and access to finance which are limiting women’s engagement in agribusiness. FWEAN will organize a Public Private Dialogues (PPDs) in T3 and develop policy recommendations for concerned private sector actors and government agencies.
The KISAN II team also had preliminary discussions with Swisscontact to conduct a rapid assessment of the goat breeding sector and organize a stakeholders meeting to explore the possibility of defining a unified goat breeding policy. Swisscontact will use this information to host a joint dialogue meeting in the third trimester. This will also help KISAN II develop guidelines for its goat breeding activities.
Lastly, following the assessment study on fine and aromatic rice (see activity under Component 3 below), KISAN II will organize a PPD to address rice mill constraints identified in the study.
Improve investments, management, and governance.
Develop a menu of proven post-harvest technologies and infrastructure. With decentralization, local and provincial governments will control an increasing pool of development funds. To optimize the return on these investments, KISAN II coordinated with Department of Agriculture officials responsible for post-harvest technology and will begin drafting guidelines (a menu) for two post-harvest technologies, which may include community-level grain storage systems, maize and Chaite Dhan (spring rice) dryers, or small-scale cold chain systems. KISAN II has recruited a short-term research assistant who will assist with these guidelines in the third trimester.
Assess enabling environment for public and private sector investment in infrastructure. During the first trimester, in alignment with KISAN II’s work to support private sector investment in storage warehouse financing (see Component 2), KISAN II prepared a draft RFP for a feasibility study on promoting service grain storage facilities in KISAN II’s ZOI. The study will assess the demand and availability of community-level grain storage facilities; provide recommendations for potential activities/programs to upgrade existing community-level storage facilities and/or development of new ones; and provide recommendations to address regulatory constraints. Recommendations to develop new facilities will also include considerations for financing models, such as a Warehouse Receipt System. The RFP will be issued, and the study will be commissioned in the third trimester.
KISAN II also prepared an RFP to assess the promotion of commercial processing of fine and aromatic rice varieties in KISAN II’s ZOI. The objective of the study is to develop a comprehensive landscape of the existing rice mill industry in Nepal. As part of the study, a sample survey will be developed for rice mill owners and/or operation managers to identify issues they face in upgrading and/or diversifying
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their processing facilities and make recommendations for potential activities/programs to promote, upgrade, and enhance existing rice milling industries. The RFP was shared with the President and Executives of the ANROPI and sought their cooperation in executing the study. The solicitation process was completed in T2 and the assignment will start early in third trimester and is expected to be completed by first trimester in Year 3.
Support participatory administration of infrastructure and planning. KISAN II engaged Mount Digit Technology Pvt. Ltd. to conduct training and workshops for 102 elected municipality representatives and officials and provincial-level MOLMAC officials. These trainings covered agriculture program planning, budgeting, approvals, implementation, monitoring, and evaluation. Four trainings were conducted covering 21 municipalities between January 17 and February 8, 2019, in Karnali Province, Sudur-paschim Province, and Provinces 3 and 5. Participants included Chiefs/Deputy Chiefs, Chief Administrative Officers, Coordinators of the Economic Development Committee and agriculture unit chiefs from each municipality. A full list of institutions/municipalities and no. of participants participated is detailed in Table 9.
Province 3 participants attending the Mount Digit Training.
Yagya Raj Jsohi, Acting Secretary, MOLMAC Sudur- Pashchim reflected, “This training brought insight into the approaches of proper planning for provinces and municipalities. Now, this training provided a guide to the municipalities to allocate budget for the agriculture sector as a priority”
Table 9: Details of GON capacity building training in KISAN II ZOI Province Date Institutions/Municipalities Total participants Kathmandu 17-19 Jan., Province 3 MOLMAC; Manahari Rural 23 2019 Municipality, Thaha Municipality; Panchkhal Municipality; Melamchi Municipality, Belkotgadhi Municipality Dhangadhi 22-24 Jan., Ministry of Land Management, Agriculture and 25 2019 Cooperatives Sudur-paschim Province; Amargadhi Municipality; Dipayal Silgadhi Municipality, Dhangadhi Sub metropolitan city; Bardagoriya Rural Municipality; Bhim Dutta Municipality
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Province Date Institutions/Municipalities Total participants Butwal 1-3 Feb., MOLMAC, Province 5; Khajura Rural 29 2019 Municipality; Gulariya Municipality; Tansen Municipality; Pyuthan Municipality; Ghorahi Sub- metropolitan city; Shivaraj Municipality; Surkhet 6-8 Karnali Pradesh, MoLMAC; Narayan 30 Feb.,2019 Municipality, Rapti Municipality, Chaurjhari Municipality, Birendranagar Municipality, Kapurkot Rural Municipality Provincial Govt: 4 107 Municipalities: 21
KISAN II planned to assist DFTQC in organizing four provincial-level orientation programs for elected representatives and provincial/municipality officials to inform them of their food regulatory and food safety promotional roles and responsibilities. As the approved amendment bill to the existing Food Act 1966 includes roles and responsibilities of the provincial governments and the municipalities, DFTQC has already agreed to initiate such orientation programs in the third trimester and KISAN II has requested detailed program plans for the events.
Improve systems to increase the quality of selected commodities.
Development of industry-driven commodity norms and standards. In the third trimester, in coordination with GON, KISAN II team will select two specific vegetables and prepare draft commodity norms for each.
Promote safe food practices. KISAN II compiled information required to develop an information campaign on safe food practices. Relevant messages have been incorporated into the business literacy curriculum, under Module 2 (Nutrition) and Module 6 (Business Development). Module 6 training began this trimester (see Component 4 below).
KISAN II will organize a two-day awareness training event in Kathmandu for selected lead extension workers and lead entrepreneurs/traders on food safety, standards/grading, and sanitary and phytosanitary (SPS) measures. The training event will be scheduled concurrently with DFTQC’s national food safety campaign in the third trimester.
Support local government agencies to improve and rationalize spending in support of market systems development.
Increase understanding and adoption of market systems development strategies. As noted above in the “Coordination with the Government of Nepal” section, KISAN II conducted formal coordination meeting with 12 municipalities this trimester to orient officials on KISAN II’s market systems approach and implementation plans.
KISAN II also plans to extend its support to the municipalities to jointly prepare private sector
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management case studies and organize field visits to demonstrate the impact of private versus public sector investment in agricultural infrastructure and how the private sector-led approach is being applied. During the second trimester, KISAN II initiated discussions with municipality authorities and potential private sector partners and prepared concept notes for two case studies- one for Banke Cluster and another for the Kathmandu Cluster. In third trimester, KISAN II will use the case studies and field visits to build municipality officials’ decision-making skills to align their support for exemplary business ventures.
Build capacity of local government units to align investment strategies to support increased market access for farmers. KISAN II has identified vegetable market development in Panauti Municipality as one area of interest to leverage local government resources to support increased market access for farmers and private sector capacity development. KISAN II will work with the municipality to prepare a detailed scope of work for the feasibility assessment and will identify expert(s) to conduct the assessment in the third trimester.
Study to assess current situation and suggest measures for establishing effective and functional linkages among the three tiers of GON. In parallel with Component 2 activities to stimulate financing for expansion of farm and business investment and at the request of MOALD, KISAN II has initiated a study to identify agricultural and agribusiness development challenges that have stemmed from the government restructuring and to provide suggestions to clarify roles and responsibilities and actions to strengthen the linkages among the three tiers of government to ensure better service delivery. In second trimester, the study team, comprised of the assigned senior expert, senior officials from MOALD, and KISAN II staff, completed field visits to all seven provinces and conducted meetings with officials from the Provincial-level MOLMAC officials and its directorates and centers; elected representatives (Chiefs/deputy chiefs, ward members), chief administrative officers, and agriculture/livestock related units of selected municipalities/rural municipalities. Wherever possible the team also met the chairperson of the DCC, in-charges of PMAMP super-zone/zones; private/cooperative firms, and farmers to receive their feedback. A full list of institutions/municipalities visited is detailed in Table 10. The assigned senior expert is expected to complete the report by the end of May 2019.
Table 10: Institutions/Municipalities Visited During Policy Assessment Province Name of Official Province Level Municipalities visited Other Offices, Representing Offices Visited Organizations, Federal Individuals Government in the visit Sudur Mr. Shankar MOLMAC in Bhimdutta Municipality DCC/Dhangadhi; Paschim Sapkota, Under Dhangadhi, AKC and Kailari Rural PMAMP rice zone Province Secretary/ and VHLSSC Municipality Mahendranagar; 7 MOALD Mahendranagar Farmers, agrovets Director, DOLF in and Cooperatives in Mahendranagar Mahendranagar and Kailari,
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Province Name of Official Province Level Municipalities visited Other Offices, Representing Offices Visited Organizations, Federal Individuals Government in the visit Karnali Mr. Shankar MOLMAC; Birendranagar Vegetable whole Province Sapkota, Under Provincial Planning Municipality seller; Farmer’s 6 Secretary/ Commission, groups and one MOALD VLHSSC in Surkhet Agrovet Centre Province Mr. Rabindra MOLMAC, ADD Shiva Raj Municipality; DCC/Palpa, 5 Subedi, Under and DOLF in Suddhodhan Rural PMAMP Vegetable Secretary/ Butwal; AKC/Palpa, Municipality; and Butwal zone Palpa MOALD VHLSSC/Palpa Municipality Gandaki Dr. Ganga MOLMAC in Modi Rural Municipality; PMAMP/Syangja; Province Acharya, Under Pokhara, Baglung Municipality; 4 Secretary/ AKC/Syangja, and Pokhara Metropolitan MOALD City Province Dr. Mahadeb MOLMAC in Kaliaya Sub- PMAMP rice zone, 2 Poudel, Under Janakpur, Metropolitan City, AKC and VHLSSC Secretary AKC/Bara, Parsauni Rural at Sarlahi and a DOA VHLSSC Parsa, Municipality; and Lead farmer AKC / Sarlahi; Iswarpur municipality VHLSSC/ Sarlahi Province Dr. Mahadeb MOLMAC in Sangurigadhi Rural PMAMP/Rice and 1 Poudel, Under Biratnagar, ADD Municipality and Inaruwa fish zones in Secretary and DOLF Municipality Sunsari, DFTQC DOA Biratnagar Office/Biratnagar AKC/Inaruwa, Farmers in VHLSSC/Inaruwa Dhankuta and Sunsari Province Mr. Sujan MOLMAC, ADD Manahari Rural 3 Dhungel, Under and DOLF in Municipality and Secretary/ Hetauda; AKC/ Dhulikhel Municipality, MOALD VHLSSC in Kavre, Dhulikhel,
Launch internship program. KISAN II is collaborating with food technology/agricultural and management colleges to place interns in lead firms and with KISAN II. An MOU was signed with the Himalayan College of Agriculture Science and Technology (HICAST) to recruit graduate and post- graduate interns and sought applications for the following six internships: • one for food safety messaging to disseminate best practices to farmers and relevant stakeholders; • one for post-harvest technology menu/guidelines preparation; and • four to provide production, marketing, and business knowledge and skills support to private sector actors (wholesale agrovets)
As there were delays with semester examinations, interviews with shortlisted applicants could not take place until early March 2019. KISAN II did not receive applications from any suitable candidates and has decided to reach out to universities/colleges where full-term internships are mandatory and from centers of the CTEVT to recruit interns. These interns will be placed with wholesale agrovets to provide
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production, marketing and business knowledge and skills support. As noted above the other two internships will be conducted by research assistants.
COMPONENT 4: INCREASE VULNERABLE COMMUNITIES ABILITY TO ACT ON BUSINESS OPPORTUNITIES WITHIN SELECTED MARKET SYSTEMS KISAN II is building the capacity of marginalized Nepalese communities in KISAN II project operating zones and equipping them with the knowledge, skills, and confidence to sustainably pull their families out of poverty through integration into the market system. Through Component 4, KISAN II further supports these vulnerable groups through literacy, life skills, and entrepreneurial training so that women, youth, disadvantaged communities, and ethnic minorities are better able to access agricultural and nutrition interventions. A percentage of KISAN II participants reached under this component receive more targeted business literacy training through Module 6, focused on business development.
KISAN II’s COP at the launch of module six business literacy training
Delayed a number of times due to USAID funding issues, KISAN II launched business literacy training for farmers in February 2019. For cost-efficiency reasons, KISAN II began literacy training with the two-month business development course (Module 6). Over the life of the project, Module 6 will be delivered to 40,000 potentially commercial farmers who already have basic literacy skills. KISAN II will begin delivering the 5-module 13-month business literacy course for illiterate farmers early in Year 3 and will reach 30,000 individuals by project end. Early in T2, KISAN II hired and trained five Senior Master Trainers, 10 Master Trainers, and 76 Community Trainers. The first class of trainees totaled 3,323 farmers from 10 districts. All of these farmers are working with KISAN II partners, as will all 70,000 participants in KISAN II’s business literacy program. Over the 2-month course, classes were held for 2 hours each day, except on Saturdays. Module 6 was printed and distributed to grantee staff and beneficiaries and focuses on basic agricultural business skills including business planning, recordkeeping, cost-benefit analysis, return on investment calculations, risk mitigation, bulk purchase of inputs and aggregation for sale, negotiation skills, and the basics of market dynamics. KISAN II seeks to empower and build the capacity of 40,000 literate beneficiaries on farming-as-a-business skills. By the end of Year 2, over 8,000 participants will have completed Module 6.
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Participants attending Module 6 classes
Training to Master Trainers (MTOT). Prior to Module 6 implementation, KISAN II conducted a 4-day Master Training of Trainers (MTOT) in Nepalgunj from January 6 to 9, 2019 for 25 participants (KISAN II Master Trainers, Senior Master Trainers, Agriculture Marketing Technicians and Literacy and Business Skills Officers) and three 5-day Community Training of Trainers for 76 Community Trainers (some with commercial farming experience). The trainings covered the Module 6 content as well as the training guidebook, class management guidelines, class monitoring checklist, training facilitation skills, WIKISAN 2.0 reporting, and the business literacy enrollment form. A pre-test, post- test, and training evaluation were completed at the end of the training.
“I am educated and thought of overseas employment to earn money, but it did not work out for me. I returned home because there is so much hardship in life overseas. After attending the class, I realized there are so much opportunity in our own country. Commercial farming has a great scope in Nepal and I am thinking about it.” --Ramesh Pageni, a young migrant returnee from Palpa and Module 6 participant
Role playing during the Module 6 class
Feasibility study of digitized modules training (STTA). KISAN II plans to digitize some of the Module 6 chapters. Digitization of certain chapters such as improved production technologies, post-harvest handling, agri-mechanization, and IPM would be valuable for farmers and could lead to wider dissemination and adoption of improved agriculture practices. The TOR has been developed for the study which will be carried out after KISAN II receives beneficiary feedback on Module 6. Once the videos are produced, they can be disseminated through pico projector, smart phone, and YouTube. KISAN II will assess the effectiveness and costs incurred to digitize and disseminate these videos compared to classroom training.
Revision of Business Literacy Materials. This trimester, the Component 4 team also worked on updating the 13-month long course (covering Modules 1-5) for poor, illiterate, less commercially-
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oriented, women, youth, and members of marginalized groups. The materials for Module 1 (Literacy and Numeracy) are complete pending the cover page design and final formatting and the facilitator’s guide has also been drafted. With technical assistance and feedback from Suaahara II, KISAN II revised Module 2 (Nutrition). To ensure suitability of the training materials in the local context and its usefulness to beneficiaries, KISAN II field tested the module with 174 potential beneficiaries from various ethnic groups in four districts (Kapilbastu, Dang, Pyuthan, and Arghakhanchi). Literate participants provided written feedback on the module based on 12 questions summarizing the module and a structural discussion was organized to collect feedback from illiterate participants. The module is expected to be finalized in the third trimester. During the final trimester of Year 2, Modules 11-5 will be completed, and field tested, and hiring will commence for Year 3, during which both courses be delivered to partner-linked households.
COMPONENT 5: APPLY COLLABORATION, LEARNING, AND ADAPTION TO MARKET SYSTEMS DEVELOPMENT Collaborating, Learning, and Adapting (CLA) is integral to KISAN II’s market system development approach. The CLA approach recognizes the importance of collaboration and learning, which requires not only private and public-sector engagement in market systems development, but also active participation of USAID, Feed the Future implementing partners, academia, and other stakeholders. According to USAID’s Program Cycle guidance, “Strategic collaboration, continuous learning, and adaptive management link together all components of the Program Cycle.” 2 KISAN II uses USAID’s CLA framework throughout its components and subcomponents for intentional and structured learning. Integrating CLA into KISAN II work helps to ensure that programming is coordinated with others, grounded in a strong evidence, and iteratively adapted to remain relevant throughout implementation.
During the second trimester, KISAN II focused on enhancing a common understanding of the CLA approach among USAID, private sector organizations, and development partners, conducting pause and reflect activities, and documenting Year 2 learnings for the Year 3 planning process. CLA is integrated throughout KISAN II’s Year 2 workplan, and the MEL team and component leads are involved in many of the activities undertaken to support competitive, inclusive, and resilient agriculture market systems development as mentioned above throughout components 1-4. The following activities were conducted to support CLA approaches per the MEL plan:
Application of CLA to advance competitiveness.
Collaboration meetings with value chain actors to impart information about the MSD approach, partnership modalities, and possible collaboration. Seventeen collaboration meetings were conducted with 193 partners, potential partners, and other value chain actors working across KISAN II’s clusters. The collaboration meetings shared information on KISAN II’s Market Systems Development (MSD) approach and partnership opportunities. Participants discussed possible challenges and opportunities with KISAN II’s approach. Partnerships with private sector and other value chain actors aim to strengthen value chain linkages to increase producer and consumer productivity and income. It is essential that all relevant actors in the value chain are involved in the process of developing an
2 https://usaidlearninglab.org/node/14633
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understanding of the entire market system, identifying and addressing challenges, and leveraging opportunities.
Cluster-level learning workshops on KISAN II’s sector level information, constraints, and opportunities. Two cluster-level learning workshops were organized with 77 KISAN II staff from all seven clusters. The workshops covered sector level information and discussions of constraints and opportunities in each sector. The team also oriented KISAN II cluster teams on activity monitoring and reporting, MEL indicators, and how to identify implementation challenges and propose possible solutions. With this knowledge, staff will be able to better train/coach private sector grantees in their cluster.
Cluster level trimester review and reporting workshop. A cluster level trimester review and reporting workshop was conducted with 67 participants from 4 clusters to share district progress and common activities among clusters and districts. Participants discussed issues and challenges faced by Agriculture Marketing Technicians at the field level and possible solutions for implementation. Participants became better acquainted with progress to date and have a better understanding of MEL and can articulate this information to grantee staff.
Market meeting forums and supply and demand forums. These were conducted in trimester two and are covered above under Component 2.
Apply CLA to advance inclusiveness. Inclusive market systems are those that engage and benefit a range of actors including poor, women, youth, ethnic minorities and/or other marginalized groups who are often excluded—or even exploited— by traditional market systems. In inclusive market systems, such actors are able to access opportunities, skills, and resources to engage with and influence these systems and reap the benefits from participation in these systems3.
Coordination Meetings with private sector actors. During the reporting period, eight coordination meetings with 191 participants in Banke and Dang clusters were conducted by private sector actors to enhance linkages between farmers and other value chain actors. Participants discussed inclusive market issues and challenges such as weak coordination between different value chain actors and farmers, underrepresentation of women and marginalized communities, uncertain product prices, weak marketing channels and systems affecting market development. The value chain actors are committed to developing stronger relationships with farmers to overcome some of these challenges. Opportunities included supportive municipality-level agriculture policy and sharing among value chain actors. These meetings provided a platform to understand underlying issues and discuss possible solutions.
Coordination meetings with other USAID projects. During the reporting period, seven coordination meetings were organized with 121 representatives from 12 USAID-funded projects. One interaction and sharing meeting was conducted on December 27, 2018 in Surkhet with 20 representatives from eight USAID-funded projects to build harmonious relationships and synergies among activities in
3 https://www.marketlinks.org/sites/marketlinks.org/files/resource/files/Market_Systems_Framework.pdf
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overlapping ZOIs. It proved to be a good forum for discussion of possible issues and challenges as well as learning and sharing among USAID implementing partners at the provincial and district level. As a result of the meeting, KISAN II received a list of Suaahara II-supported Village Model Farms (VMFs), their location, and capacity. This information will be overlaid with KISAN II’s data and mapping to foster business relationships between the private sector and VMFs in the municipalities. KISAN II and Suaahara II also discussed how to link commercially-oriented farmers, including women and marginalized farmers, working under Suaahara II with KISAN II's private sector partners. To date, three VMFs from Jajarkot and Surkhet have been linked with KISAN II private sector organizations.
Apply CLA to strengthen resilience. For a market system to be resilient, it should have the ability to mitigate, adapt to, and recover from shocks and stressors in a manner that reduces chronic vulnerability and facilitates inclusive growth.
Cluster level opportunity mapping. In the second trimester, seven cluster level opportunity mapping events were held to review and discuss learnings from the opportunity maps and improvements that can be made to make them more useful for the KISAN II team and its activities. The events were facilitated by the Senior M&E Manager and included 119 participants. The maps illustrate the project coverage, private sector actors, production areas for targeted commodities, geographical features, agriculture commodity production pockets, land use, roads, and rivers within ZOIs, clusters, and districts. These maps are used in coordination meetings with government level stakeholders, grantees, and for staff orientations. The workshop participants requested additional features be added to the maps, such as irrigated and non-irrigated areas, major local bazaars and agriculture markets, locations of local governing bodies such as municipality and government offices, and land classification (crop wise pockets).
Cluster level learning and Pause and Reflect workshops. Seven cluster level Pause and Reflect workshops were conducted in all KISAN II clusters in the second trimester. The workshops engaged project staff in reviewing achievements during the last trimester to identify what worked well and what did not, what activities were successful, and which were less successful. The workshops included 119 project staff. In each cluster, the participants were divided into three groups and were asked to analyze their cluster achievements. Activities identified as working well included collaboration with governments, market linkages, irrigation, demonstrations, and trainings. Activities identified as not working as well included varietal demonstrations, high tunnels, and plastic mulching. Lessons learned were identified and will be used for Year 3 work planning.
Presentation of lessons learned
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A list of all major findings is presented in Annex 7. Some internal changes that were implemented include: • PIFAC Meetings. To improve the quality of the PIFAC meetings, KISAN II began conducting them on a cluster basis. At the beginning of each meeting, PIFAC members receive a summary update of all deals completed to date including types of deals and numbers of farmers by district. The summary also includes a map of the cluster showing which municipalities already have partners working in them and which municipalities have been proposed for new deals. The team accepts overlap in municipalities in some cases, but this needs to be acknowledged and justified. The team also now requires the cluster manager to attend the meeting and present and defend each of the deals proposed. There is typically rigorous questioning, so this process ensures that cluster managers know their deals very well. The team also realized that for yield targets to be met as agreed with USAID, these same targets (or greater) were going to have to be included in the deals with partners. These are now agreed upon with partners before deals come to the PIFAC for review. • Trackers. All grants have multiple deliverable dates and the team developed a grant tracker which includes all expected deliverable due dates by grantee, which helps ensure timely and effective implementation. The tracker also allows the team to analyze if grantees are meeting their deadlines or are falling behind in implementation. The tracker is used by cluster managers, regional director, and senior management to track grantee progress at the cluster, regional, and national level. This is especially important given the large number of partners KISAN II depends on to achieve its results- implementation needs to move forward on schedule for KISAN II to achieve project targets. • Qualitative Perceptions Study. During one pause-and-reflect session, there was discussion about the need to better understand the current situation, the rules in the market system, and the dynamics of what is being changed and why. Based on these initial discussions with value chain actors, a qualitative survey will be designed and carried out in trimester three to better understand targeted value chain actors’ (partners, farmers, and private sector technical staff) perceptions of KISAN II’s market systems approaches and models (agrovet, cooperative, trader, miller, etc.). The results will be used to build a targeted strategy for Year 3 to enhance managerial capacity and organizational performance, and to achieve better development results.
Develop real time feedback loop. Feedback mechanisms can function as part of broader monitoring practices and can generate information for decision-making purposes. Feedback mechanisms collect information for a variety of purposes, including taking corrective action in improving implementation. This feedback loop strengthens accountability to participating households and enhances an organization’s capacity to better monitor their activities and learn continuously to improve their performance. During the second trimester, KISAN II developed a number of feedback mechanisms to reach firms and farms. A mobile application was developed to enter organizational profile data and their performance score in WIKISAN 2.0. Private sector actors can log in and see their organizational performance score as well as send their production and marketing problems/questions through the app to receive technical information or advice. KISAN II also developed a checklist for farmers, managers, and extension staff to gather their perceptions of linkages among buyers and sellers, the value of technical extension services, KISAN II partnerships, and extension models. Based on the preliminary
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results, a deeper study will be conducted in the third trimester to better understand the impact of KISAN II’s market development approach.
Apply CLA to policy development. Meeting with potential stakeholders. As mentioned above, a total of 109 formal stakeholder meetings were carried out in Year 2 (12 in trimester two). An additional 33 informal meetings were carried out during this trimester. Follow-up meetings were also carried out with 18 of 25 DCCs in trimester two. These coordination meetings helped inform KISAN II’s enabling environment activities under Component 3 and helped to initiate discussions with key stakeholders who KISAN II will continue to engage to work on various policy development items.
MONITORING, EVALUATION, AND LEARNING (MEL) During the reporting period, KISAN II organized several exercises and sessions to set FY2019 and outyear targets based on the baseline survey data provided by the USAID-funded Planning, Monitoring, Evaluation, and Learning (PMEL) Activity. In setting targets, KISAN II referenced GON targets for the next five years, NSAF annual results, KISAN I final year results, and other secondary information sources. The final targets with extrapolated figures were included in the Performance Indicator Tacking Table (PITT) (Annex 9) and the Feed the Future Monitoring System. As per the Microenterprise Results and Accountability Act of 2004, KISAN II also submitted its microenterprise activities to the Microenterprise Results Reporting Team, USAID Economic Analysis and Data Services system.
Update MEL plan. This trimester, “An Assessment of Monitoring & Evaluation Processes and Capacity of Knowledge-based Integrated Sustainable Agriculture in Nepal (KISAN) II Project” was conducted by the USAID-funded PMEL Activity on March 08, 2019. The PMEL Activity used the “MEL Wheel,” to assess KISAN II’s M&E processes and capacities. During the assessment, the team reviewed related documents and evidence, such as the MEL plan, data collection templates, budget, other records (such as WIKISAN data), to validate reported information. The assessment focused on evaluating 41 indicators under the seven MEL functional areas- MEL Planning and Budgeting; Indicators, Baselines, and Targets; Data Collection and Management; Data Analysis, Reporting, and Dissemination; Review, Reflection, and Evaluation; Learning and Knowledge Management; and MEL Capacity. The findings are illustrated in Figure 3 below:
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Figure 3. KISAN II’s MEL Wheel Score MEL Wheel Score
Obtained Score Full Score
MEL Planning15 and Budgeting 12
15 Indicators,15 Baselines, and MEL Capacity 13 13 Targets
Learning and Knowledge Data Collection and Management 1514 15Management
8 11 Review, Reflection, and 12 Data Quality, Analysis, Evaluation 15Reporting, and Dissemination
The assessment team made the following recommendations to improve KISAN II MEL processes and capacities:
1. Incorporate the missing component- review, reflection, and evaluation- into the MEL plan. 2. Include the MEL budget in the MEL Plan. 3. Restructure the source of indicators (standard indicators); Mission’s PMP indicators; and Custom indicators in the MEL plan. 4. Include standard PIRSs in the MEL plan or provide reference of their location in the indicator or PIRS section of the MEL plan. 5. Incorporate a data quality check process in the MEL plan. 6. Plan and conduct an internal data quality assessment with sub-awardees. 7. Conduct an internal evaluation before conducting any evaluation in the future. 8. Incorporate a dissemination plan either in the MEL or communication plan. 9. Provide capacity building opportunities on learning and knowledge management, qualitative/quantitative data analysis, and data quality assessments to increase the confidence level of other M&E staff, including the GIS specialist and the Database & IT specialist, if required in these areas. 10. Incorporate the MEL roles and responsibilities into the position descriptions of the project’s technical staff and make them aware of these responsibilities.
These suggestions and changes have been compiled in a tracker and will be included in a revised MEL Plan and submitted for USAID approval in the third trimester.
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Development and operationalization of WIKISAN 2.0. During the reporting period, the MEL team focused mainly on data collection and data quality in WIKISAN 2.0 via mobile application and web browser. The MEL team visited all seven clusters and provided hands-on training to KISAN II and partner staff. With the intensification of field activities, data entry also increased. While the KISAN II call center was in its infancy, field staff were heavily relied upon to update farmers’ information until the call center was fully operationalized. The call center is currently focused on collecting data in ZOI 2 while KISAN II staff are collecting data in ZOI 1. The call center is also following up with each farmer entered by KISAN II staff to verify the information and include their household identifier code.
The WIKISAN 2.0 mobile application and web browser are fully operational and refinements are being made based on user feedback. During the trimester, KISAN II incorporated business literacy and Detailed Implementation Plan (DIP) modules in WIKISAN 2.0. The business literacy module tracks each class, participants’ pre-test and post-test attendance, drop-outs, and score. The system also tracks the number of visits made by field staff. In the DIP module, the system tracks activity progress against the DIP. In WIKISAN 2.0, managers can now view report dashboards, which include a summary report, a grantee target vs. actuals indicator report, unique participants report, and other customizable drag and drop reports. These reports and dashboards allow managers to make informed decisions for implementation.
Customize DevResults. Once the data is finalized in WIKISAN 2.0, KISAN II will upload survey and progress data into DevResults for further analysis, visualization, and reporting. KISAN II’s DevResults site is customized to consolidate and manage its results data. Data for 81,414 individuals participating in USG food security and programming will be entered into DevResults early in trimester three.
Training on theory of change (TOC) and performance indicators. In the second trimester, the MEL team trained the new business literacy staff on KISAN II’s Theory of Change, results framework, and performance indicators. Staff and partners discussed how activities relate to performance indicators and how data will be tracked in the online data collection system (WIKISAN 2.0) and managed and reported through DevResults and the Development Information System (DIS).
Train field staff on data collection and spot checks. During the reporting period, KISAN II supported grantee organizational level data collection using a rolling organization questionnaire and inputted the data into WIKISAN 2.0. The MEL team conducted seven hands-on trainings on data collection, entry, and syncing functions to KISAN II and grantee field staff in all clusters.
During the business literacy MTOT 4-day training (see Component 4 above), participants were made familiar with KISAN II business literacy indicators were provided hands-on training in WIKISAN 2.0’s test site for data entry and review. Usernames and logins were created for all users.
Train field staff on data entry and review in Devresults and WIKISAN 2.0. Five one-day workshops were organized in Banke, Dang, Dadeldhura, Kapilbastu, and Kathmandu clusters to discuss key challenges and issues in MEL data entry and corrections for the online database. The trainings included 88 KISAN II project and grantee staff and were facilitated by KISAN II’s Database and IT Specialist.
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Activity Training Forms, Participant Attendance Sheets, and Project Enrollment Forms entered in WIKISAN 2.0 were reviewed and updated. In Kailali cluster, the MEL team found errors in data entered by private sector staff, which was resolved during the workshop.
Data collection, data review and data quality. During the second trimester, the MEL team focused on data quality assurance. The MEL team developed a protocol for data quality assurance, which included: i) IT back up of the WIKISAN 2.0 data and ii) running weekly queries and sending error/outlier data to field staff every Friday to review. KISAN II’s data management information flow chart is shown in Figure 4.
Figure 4. KISAN II’s Data Management and Information Flow Chart
Orientation on KISAN II’s Communication and Outreach strategy. A one-day communications and outreach training was held for KISAN II staff from Surkhet and Banke Clusters on February 13, 2019. The training oriented 23 KISAN II cluster staff on KISAN II’s communications and outreach strategy, KISAN II’s branding and marking requirements, progress reporting, success story development, building relations with media, and photo tips/best practices. The training was facilitated by KISAN II’s Communication and Outreach Manager and will be expanded to other clusters in T3.
Environmental Compliance. All project and grantee technical staff on-board have been oriented on KISAN II’s Environmental Management and Monitoring Plan (EMMP) and PERSUAP. KISAN II reinforced the importance of safe environmental practices and safe pesticide use in all project events and trainings in accordance with the approved PERSUAP and EMMP.
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GRANTS UNDER CONTRACT KISAN II’s Partnership and Innovation Fund (PIF) encompasses all activities related to grants under contract (GUC), which aims to ease bottlenecks within Nepal’s agriculture markets systems through the cost-sharing of innovative activities that lead to improved quality or increased availability of agriculture inputs, enhanced production or post-harvest practices and technologies, improved market access or information, and increased availability of financing. KISAN II is specifically interested in supporting activities that expand and/or strengthen direct or indirect linkages between businesses and smallholder farmers. Through the PIF, KISAN II works with private sector partners including, but not limited to, agrovets, cooperatives, and financial institutions in supporting agriculture related activities that expand and/or strengthen direct or indirect linkages between smallholder farmers, traders and consumers. The grants program is pivotal to KISAN II’s efforts to encourage service delivery to its targeted project participants through private sector partners, and to ensure long-lasting sustainability of these partner- farmer relationships.
To date, KISAN II has received 362 concept papers from various private sector entities and has engaged 96 grantee partners. Table 11 details the value of new USG commitments and private sector investment leveraged to date.
Table 11. Value of new USG commitments and private sector investment leveraged by the USG to support food security and nutrition Y2T1 Y2T2 Y2T3 FY19 (Y2) % of Investment/ Target Actual Target Actual Target Target Actual Annual Commitment Target USG Commitment 450,000 222,915 600,000 384,322 250,000 1,300,000 607,237 47% ($) Private sector partner 192,857 140,870 257,143 344,564 107,143 557,143 485,434 87% leveraged amount ($) Total 642,857 363,785 857,143 728,886 357,143 1,857,143 1,092,671 59%
This trimester, 21 full proposals were approved by the PIFAC, and 59 new partners were engaged (51 grantees and eight MOU partners). In the second trimester, KISAN II submitted 51 grant requests to USAID for approval after thorough evaluation of concept notes and full applications by the PIFAC. KISAN II obtained USAID approval for 52 grant requests (50 requests from this trimester and 2 from the previous trimester; 1 cancelled after USAID approval). The approved grantees include agrovets and cooperatives, which, through backward and forward linkages, will reach 57,250 farmers. KISAN II required proposals to provide evidence of their commitment to continue service even after the completion of activities covered under the grants program. KISAN II grantees are encouraged to cost- share activities to increase commitment and buy-in for project support. This trimester, grantees committed to providing $936,540 in cost share to leverage the $1,012,769 provided by KISAN II funding. Short descriptions of each grant and MOU approved during the second trimester are included in Annexes 2 & 3.
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Annual Program Statement to identify potential grantees. The second Annual Program Statement was published on August 14, 2018. In the second trimester, 17 concept papers and 33 full applications were received. The concepts papers will be assessed in the third trimester.
Assess Applications and Award Grants. In Year 2, 95 full applications (56 in the first trimester and 39 in the second trimester) were assessed by the PIFAC and 69 (48 in first trimester and 21 in second trimester) new partnerships were approved by the committee.
Coach and monitor recipients. This trimester, 73 grantees were coached and monitored by the grants team and technical field staff. Most of the grantees have not worked with USAID-funded projects before and were unaware of reporting requirements included in the subaward agreement. They are performing well at the field level but need additional support from KISAN II staff to prepare reports. Grantee staff are being closely monitored and are being supported with their first three periodic reports.
This trimester, 40 grantee/MOU accountants were trained on financial management, reporting guidelines, and documentation requirements. In another training, cluster offices organized three one-day trainings in Nepalgunj, Dang, and Dadeldhura to enhance grantee accountant’s knowledge and skills in book keeping. The accountants were also provided with standard templates to compile and report against activities as mentioned in their agreements. Orientation also included a budget checklist for minimum documentation required to be submitted against incurred expenditures.
OPERATIONAL AND COMMUNICATION ACTIVITIES On December 28, 2018, Winrock received a memo with operating instructions from the Supervisory Contracting Officer regarding the US Government partial shutdown which lasted from December 22, 2018 to January 25, 2019. During the shutdown period, all grant, STTA, LTTA, and travel approval requests remained pending. Approvals for most of the pending requests were received in February 2019. This trimester, 32 new staff were recruited, including staff for business literacy activities.
Submission of key deliverables to USAID. The Year 2 First Trimester report, a key KISAN II deliverable, was submitted to USAID during the second trimester.
Agreements with Subcontractors. This trimester, DEPROSC’s obligation was increased to carry out their remaining year two activities. Next trimester, Winrock will increase Digital Green, OSC, and Siddharthinc’s obligations to complete Year 2 activities.
Two fixed price subcontracts with Mount Digit Technology and Pathway Technologies and Services remained operational during trimester two.
KISAN II Branding and Marking. KISAN II follows the branding implementation and marking plan approved in KISAN II’s contract, in alignment with the branding and marking policies established for acquisition awards under 22C.F.R.226.91, ADS 320 (January 2015), the USAID Graphic Standards Manual and Partner Co-Branding Guide (February 2016), and the Feed the Future Graphic and Naming Standards Manual.
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Orientation on branding and marking for 19 KISAN II Banke and Surkhet Cluster staff was carried out in Surkhet on February 13, 2019. The orientation helped staff better understand KISAN II, USAID, and Feed the Future branding and marking rules. USAID communications staff also attended the orientation program and helped KISAN II staff understand communications from USAID’s perspective and requirements.
On December 28, 2018, Winrock received a memo from USAID regarding “Limited Branding and Marking Waiver to Mitigate Safety and Security Concerns” which the project has been complying with. Winrock also followed up with USAID on its request for approval for an exception to the branding and marking requirements for KISAN II partners engaged through Grant Under Contract (GUCs).
Staff Recruitment. Michael Kimes, KISAN II’s Deputy Chief of Party/Agriculture completed his assignment on February 28, 2019. In T3 Winrock and CEAPRED will work together to recruit a suitable replacement to propose to USAID. At the end of the trimester, the KISAN II team includes 209 staff, which includes 52 Winrock employees, 113 CEAPRED employees, 34 DEPROSC employees, 1 Siddharthinc employee, and 9 Pathways employees. A breakdown by organization and geography are shown in Table 12.
Table 12: KISAN II Staff List as of March 15, 2019 KTM Regional Cluster District Staff by category Organization Total Staff Staff Staff Staff Professional (Full Time) Winrock 27 4 6 0 37 Professional (Part Time) Winrock 0 0 0 0 0 Staff below Professional Winrock 1 1 0 0 2 Level (Full Time) Support staff Winrock 4 3 6 13 Sub-total Winrock Staff 32 8 12 0 52 Professional (Full Time) CEAPRED 4 4 11 24 43 Professional (Part Time) CEAPRED 2 0 0 0 2 Staff below Professional CEAPRED 0 0 8 48 56 Level (Full Time) Support staff CEAPRED 0 2 10 0 12 Sub-total CEAPRED 6 6 29 72 113 Staff Professional (Full Time) DEPROSC 3 4 10 17 Professional (Part time) DEPROSC 2 2 Staff below Professional DEPROSC 5 10 15 Level (Full time) Support staff DEPROSC 0 Sub-total DEPROSC Staff 5 4 15 10 34 Professional (Full Time) Siddharthinc 0 Professional (Part time) Siddharthinc 1 1 Staff below Professional Siddharthinc 0 Level (Full time)
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KTM Regional Cluster District Staff by category Organization Total Staff Staff Staff Staff Sub-total Siddharthinc 1 0 0 0 1 Staff Professional (Full Time) Pathways 0 Staff below Professional Pathways 9 9 Level (Full time) Sub-total Pathways Staff 9 0 0 0 9 Total Junior and 53 18 56 82 209 Professional Staff
Consultants and Short-Term Technical Assistance. During the second trimester KISAN II engaged the following consultants and STTA: • Photographer, Robic Upadhayaya, provided short-term technical assistance to capture photographs of KISAN II field activities in Kavre, Surkhet, Kailali, and Kanchanpur. • Nidhaan Shrestha, from Siddharthinc, provided technical assistance to develop and implement interventions in digital financing, agriculture lending, inventory credit, and capacity building of small and medium enterprise partners. • Ankita Dubey and Manish Sharma from Digital Green, co-facilitated two video production and dissemination trainings for KISAN II private sector partners and supported production of four videos with participating private sector partners in Surkhet, Banke, Doti and Kailali. • Dr. Hari Upadhyaya, Enabling Environment Advisor, supported KISAN II in identifying agricultural and agribusiness development challenges stemming from the government restructuring and is providing suggestions to clarify roles and responsibilities and actions to strengthen linkages and relationships among the three tiers of government to ensure better service delivery. • Susan Shulman, a consultant through OSC, assisted KISAN II in adapting OSC’s SBCC training curriculum to align with KISAN II needs and objectives. Susan conducted SBCC TOT for 16 KISAN II staff and monitored and provided feedback for one training conducted by TOT participants who trained KISAN II Agriculture Marketing Technicians and grantee staff. • Andrei Sinioukov from OSC conducted a study to determine the feasibility of a "Nepal Fresh/Buy Nepal" campaign by determining the level of interest and expected support from key stakeholders and development by private sector actors in Nepal. • Avinash Upadhyay from Digital Green is leading the plan and roll out of Digital Green’s training programs. He oversees video production content in consultation with KISAN II and plans field level disseminations. He is working closely with the Country Engagement Manager to roll out the trainings. • Anil Nepal, Country Engagement Manager began his assignment in the second trimester to provide key on-site support in designing and implementing Digital Green solutions and managing partner relationships regarding video production and dissemination. He also supports Digital Green’s Feed the Future Developing Local Extension Capacity (DLEC) project implementation to leverage and support KISAN II’s efforts in gap assessments and capacity building of municipal governments to effectively plan, budget, and deliver extension and advisory services.
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• Angela, Kraszewski from Winrock’s home office, provided support for KISAN II’s Year 2 First Trimester report.
Procurement Plan. During this trimester, Winrock submitted its procurement plan for year two, which was approved by USAID. The printers and the camera sets will be procured in the third trimester.
Emergency Management, Preparedness and Training. Winrock’s Director of Global Safety and Security (DGSS) travelled to Kathmandu and Nepalgunj from February 16 to 26, 2019 to conduct an in- country security assessment and provide training for Winrock staff. Specific tasks accomplished during the security assessment included: • Risk Assessment. A country and project specific risk assessment report was developed in close collaboration with project team. • Office Physical Security Assessments. Physical security assessment was carried out for Winrock project offices in Kathmandu and Winrock’s regional office in Nepalgunj. • Security Plans. Security plans and protocols were reviewed and an emergency response training for each of Winrock’s Incident Management Teams (Security Focal Points, COPs and other staff) was conducted. The training also included scenarios/discussions on how to respond to an earthquake. • Partner Meetings. Liaison meetings with local contacts and other international organizations was conducted to benchmark Winrock’s security platform and obtain more information on current safety and security risks in Nepal. • Staff Meetings. Individual meetings with Winrock Chiefs of Party and other key field staff were carried out to get feedback on Winrock’s security platform and security requirements. • Security Seminar. Personal security seminar was facilitated for each individual project both in Kathmandu and Nepalgunj. Thirty-eight KISAN II staff attended the security seminar. • Residential Security Assessments. Physical security assessment was also conducted for two international staff residences in Kathmandu. • Vendor Meetings. Met with two of the largest security vendors for guard services contracted by Winrock to review their contract, staffing, and procedures.
Communication Capacity Development. This trimester, the KISAN II worked with OSC Consultant, Ms. Susan Shulman, to prepare a SBCC curriculum for project field staff, local partners, and grantee staff aimed to increase adoption of improved agriculture practices. The consultant reviewed project documents and developed a short online questionnaire completed by KISAN II and grantee field staff on their interests and needs with regards to behavior change communication. The consultant used this information to develop a 4-day TOT curriculum for a team of 16 trainers (mostly Area Coordinators and Agricultural Program Officers from each cluster). The TOT took place in Kathmandu from March 6-9, 2019. The curriculum included basic SBCC theory, but was largely practical, involving SBCC concepts and principles and then group work to define priority behaviors more clearly, select and describe target audiences, examine factors influencing behaviors and practices, and developing effective messages and group activities. The training also included sessions on basic group facilitation skills and one-on-one sales skills. After each session, participants provided feedback that the consultant used to update, edit, and streamline curriculum into a 2-day curriculum for Agriculture Marketing Technicians
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and grantee focal persons. The first 2-day training will be facilitated by two participants who received the TOT and will take place from March 18-19, 2019 for 25 participants in the Kathmandu cluster.
PARTNERSHIPS, COLLABORATION, AND/OR KNOWLEDGE SHARING KISAN II meets regularly with a wide range of organizations including USAID partners, private sector representatives, associations, GON agencies and projects, other development partners, and civil society representatives and organizations. These meetings help inform KISAN II project implementation.
Fall Army Worm (FAW) Taskforce. Fall Army Worm (FAW) has arrived in India and has caused tremendous economic loss in maize. During the second week of February, a suspected sample of FAW was collected by the Plant Quarantine and Pesticide Management Center (PQPMC) from the eastern part of Nepal and was sent to the Indian Council of Agriculture Research (ICAR) laboratory in Bangalore for molecular diagnosis. The PQPMC is still waiting for the laboratory results. In the meantime, KISAN II and grantee staff are monitoring, trapping through lures, and taking preventive measures in the field. As a member of the USAID FAW taskforce, KISAN II regularly participates in task force meetings and coordinates with the GON taskforce on FAW monitoring and management. In collaboration with the GON taskforce and iDE, CIMMYT Nepal has translated and released a Nepali version of the animated video on “How to identify and scout Fall Army Worm”. This video will be helpful to Nepal extension workers and farmers. Below is the link to the video which was circulated to field staff. https://sawbo-animations.org/video.php?video=//www.youtube.com/embed/0A2P9Eq4XT8 SABAL and KISAN II have agreed to intensify district level coordination by sharing information (e.g. beneficiary lists) and preparing joint action plans for collaborative efforts. SABAL facilitators will work closely with KISAN II grantee technicians to integrate SABAL beneficiaries with KISAN II partners.
IWMA: KISAN II is collaborating with USAID’s Integrated Watershed Management Activity (IWMA) to improve water security through better coordination and integration of USAID/Nepal’s Feed the Future environment and resilience activities. During the second trimester, KISAN II participated in a coordination workshop to build consensus among USAID partners and contributed to the development of the integration plan and associated MEL plan that presents a roadmap for USAID partners to work together to improve water security. KISAN II brings its expertise in linking producers to market actors and providing technical support on small irrigation schemes in the two focus watershed areas: Rangun Khola and Lower Karnali. KISAN II will also support work on irrigation policy items.
Suaahara II: Suaahara II shared information of their VMFs with KISAN II cluster staff in Surkhet district. KISAN II staff facilitated linkages with vegetable buyers in the area. This effort will help both projects to integrate health and market activities in the areas where both projects are working. KISAN II and Suaahara II will also work together in Nuwakot and Makwanpur districts.
National Farmers' Commission (NFC) and KISAN II collaborated to support the "International Conference on Food Sovereignty and Peasants' Rights" held in Kathmandu from March 10-12, 2019. This conference helped KISAN II build relationships with national and international organizations, researchers, and academia in the sector.
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USAID Coordination. A meeting with USAID/Nepal Mission’s 225 Group was held in Ghorahi Dang on February 11, 2019. Attendees included 34 representatives from USAID and 12 USAID-funded projects. The meeting was focused on opportunities and challenges related to coordination and collaboration among USAID projects as well as with municipalities and discussions on how to utilize the opportunities to minimize the challenges. Participants agreed to form a loose network and share updates on project implementation issues and challenges. The next meeting will be organized by Strengthening Systems for Better Health with the objective of developing a TOR for the network and selecting one lead implementing partner representative.
In addition, a select team of USAID officials visited KISAN II sites in Bardiya. The visit team met and interacted with Bihani Madhyabarti Multipurpose Cooperative (BMMC) members, market planning committee members, traders, and farmer group members. The visit team interacted with the participants asked them about the role of cooperatives in providing its members access to inputs, production technologies, financial services, marketing support, and produce sales. Through their MOU agreement, BMCC formed a seven-member marketing committee to aggregate the farmer’s vegetables and sell it in the market for a minimal fee of NPR 2 per kg. A total of 250 tons of tomatoes were produced by 300 farmers after BMCC production trainings and market facilitation. The visit team also met with Bagiya Farmer Group formed by KISAN II partner, Jaljala Agriculture Cooperative. After production training from Jaljala, this farmer group started growing cucurbits, chili, cowpea, tomato, and bottle gourd on about 1-hectare of land and received support from the cooperative to sell their vegetables.
SELECT ACTIVITIES AND TARGETS FOR NEXT TRIMESTER GON Collaboration • Conduct one Joint National Steering Committee (JNSC) meeting • Conduct one Technical Committee meeting • Conduct 55 joint monitoring visits with municipal officials
Component 2 • Conduct 18 pre/post-season out grower/new buyer/wholesale market forums • Form and/or strengthen 14 MPCs • Prepare action plan on national level campaign to develop and launch "Buy Local/Nepal Fresh" umbrella campaign • Conduct one feasibility study on warehouse storage • Conduct feasibility study for cooperative-based custom hire business model
Component 1 • Ensure 130 agrovet retail sales points are providing improved products and/or services • Develop or strengthen input management and delivery systems of 10 agriculture or multipurpose cooperatives or firms • Ensure 150 Master IPM trainers train 3,500 farmers in Y2 • Produce 16 extension videos either through the private sector or for agrovets • Establish 175 irrigation schemes and training events where these schemes are installed
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Component 3 • Organize three PPDs to supplement two policy assessments • Prepare promotional programs on production of fine and aromatic rice varieties and status of rice mills • Conduct training programs for provincial/municipality officials and elected representatives in coordination with DFTQC • Conduct one information campaign to promote safe food practices • Complete study to assess current situation and suggest measures for establishing effective and functional linkages among the three tiers of GON
Component 4 • Conduct TOT for 18 Master Trainers for the short course and select 122 Master Trainers for the long course • Complete training of 3,300 beneficiaries in Module 6 business development training • Conduct a regional level review meeting with the first business literacy class • Coordinate with Hamro Samman and others to finalize and field test Module 3 (Life Skills) • Complete feasibility study of digitized modules
Component 5 • Continue collaboration meetings with value chain actors to impart information about KISAN II’s MSD approach, partnership modalities, and collaboration opportunities • Conduct M&E data sharing workshops • Organize workshop on adapting best practices for inclusion • Organize a stakeholder’s meeting on MSD and resilience • Design and conduct the KISAN II annual survey to measure outcomes
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ANNEXES ANNEX 1: SUCCESS STORIES
Mina Starts Vegetable Farming as a New Enterprise Mina Devi Chaudhary is 30-year-old female living in Bardagoriya Rural Municipality with her 11 family members. As a young girl, Mina was sold into indentured servitude (kamlari system). When the system was abolished, it left Mina without compensation or education. In 2015, Mina became a member of the Phulwar Agriculture Cooperative. Mina took out several loans from her cooperative totaling NPR 44,000 to care for her epileptic child, which she found difficult to pay back because she was earning little to no income from rice and wheat production. After receiving agriculture training from Phulwar on commercial vegetable production and market-led production planning, she took out additional loans totaling NPR 25,000 to procure seeds, fertilizer, micronutrients, and insecticides for vegetable farming. With great enthusiasm, Mina started growing chilies and cauliflower on about .06 hectares of land. In about 6 months, she harvested 350 kg of chilies and 250 kg of cauliflower, which she sold in the market for NPR 35,500. Mina noted, “Receiving trainings and agriculture loans from Phulwar Agriculture Cooperative helped me build my skills and understanding of correct agriculture practices. After starting vegetable farming, I have money in my hands and I have started to repay the loans. I also used the money to pay school fees for my four children and fulfill basic household expenses. I now know the benefits of commercial farming and I plan to scale up from the coming season and begin to grow cabbage, onions, and other vegetables on my land.”
Mina working in her vegetable farm
After signing an MOU with KISAN II, Phulwar Agriculture Cooperative supported its members in commercial farming, identifying vulnerable farmers and potential production pocket areas with KISAN II’s help. During the farmers assessment for Milan Farmer Group, Phulwar selected Mina as one of its beneficiaries based upon her potential to start a new business. Phulwar mobilized one Junior Technical Assistant (JTA) in the community to train Mina and other farmers on commercial vegetable production, which included a comprehensive training package on nursery management, best cultivation practices, insect and pest management, post-harvest handling and marketing strategies. With support from the JTA, Mina understood the need for and obtained credit for seeds and inputs to start vegetable production.
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A Young Couple Moving Towards Commercial Farming in Kailali Rejina Chaudhary, 25, uses a mini tiller machine to till 0.47 ha of land. When she shifted from subsistence to commercial farming, she was able to add remarkable value to her family. Rejina and her husband Sat Narayan earned NPR 122,000 in their first season from 4,200 kg of vegetables (bottle gourd, bitter gourd, and okra).
Rejina and Sat Narayan work together on their farm to apply all the lessons and techniques received from Janaki Agrovet. Janaki Agrovet is a retail agrovet under R.H. Agrovet, a KISAN II MOU partner in Kailai district. The couple received demonstration trainings, technical assistance, and access to credit from Janaki Agrovet to expand their farming business into commercial farming.
Rejina described, “we received the training on off-seasonal vegetables, learned the skills for how to do it from Janaki agrovet. The representative from R.H. Agrovet also visited our farm and demonstrated use of the mini tiller machine. After a few months, we received the money from vegetable sales and purchased the mini tiller. This is so easy, and I don’t need to worry about finding people to work. I can do it by myself.”
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Sat Narayan noted, “It’s been 6 months since we scaled up our farming activities such as adopting improved seed varieties, changing the farming pattern, and using high plastic tunnels, which encouraged us to do more with this agri-business. After learning the new methods, it motivated me to invest NPR 43,500 for plastic tunnels and new seeds. The investment has now more than doubled in one season.”
Along with the training, Janaki Agrovet Junior Technical Assistants regularly visit their farm to provide technical advice. With increased income from vegetable sales, Rejina Chaudhary and Sat Narayan are now growing bottle gourd, bitter gourd, cucumber, and beans under 11 plastic tunnels. With their growing income from commercial vegetable farming, they plan to save money for the future of their 4- year-old son and build a concrete house for them to live in comfortably.
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ANNEX 2: A SUMMARY OF APPROVED GRANTS 1. Pyuthan Agrovet Center intends to increase its input sales by increasing awareness of improved technologies and encouraging farmers to adopt new practices to increase yield and productivity in Pyuthan Municipality, Jhimruk and Gaumukhi Rural Municipality of Pyuthan district. Their extension team will organize 48 farmer groups and conduct 276 trainings and 62 demonstrations for 1,200 households. The agrovet will conduct 4 linkage meetings to bring farmers and traders together to identify opportunities for group marketing and establish business relations between local agrovets, traders, wholesalers, and marketing agents. Pyuthan Agrovet is expected to increase its customer base by 1,725 households.
2. Gothapada Krisak Sahakari Sanstha Limited has partnered with KISAN II to strengthen the institutional capacity of its extension staff through Training of Trainers (TOT). The project will support the cooperative to conduct 160 one-day trainings and 59 demonstrations for 800 households. Gothapada will also offer innovative products such as crop insurance to farmers through a cooperative and insurance company, improved plastic nursery houses for commercial vegetable seedling growers, and soil testing among others.
3. Samuhik Bahuuddeshiya Sahakari Sanstha Limited will strengthen the capacity of 600 farmers from Helambu, Sindhupalchok. During this partnership, KISAN II will strengthen the capacity of the cooperative on financial management, governance, savings and loan activities, agronomic practices, post-harvest technologies and marketing. The cooperative will deliver 290 one-day trainings and 78 demonstrations to the targeted farmers. Post-grant implementation, the cooperative will replicate the demonstrations in other geographic areas, increasing their membership and increasing member access to products and services that lead to increased income.
4. Sandeep Agrovet Center supplies quality agri-inputs, agri-tools, veterinary medicines, and examination services to farmers and wants to expand its services to other farmers by developing a strong relationship with existing customers. KISAN II has partnered with Sandeep Agrovet Center to improve its institutional capacity and to strengthen farmers of Bheri Municipality in Jajarkot district. The project will support 96 trainings, 21 demonstrations, and rehabilitation of one irrigation canal as part of this grant activity. Sandeep Agrovet Center can continue to implement the proposed activities beyond the project period by increasing its customer base and successfully building the capacity of local farmers to invest in agriculture commercialization.
5. Jaganath Agrovet Centre has partnered with KISAN II to work in Dailekh District through an outreach program. The outreach program will introduce new technology and practices via 174 trainings, 50 demonstrations, and 18 farmer field days for 800 farmers. Jagannath hopes to increase its sales by 73 percent and carry out the proposed activities beyond the grant activity period.
6. Karun Vet Center provides inputs and technical assistance to farmers in Chedagadh municipality of Jajarkot District. Karun Vet Center intends to strengthen farmers’ capacity in vegetable farming, goat rearing, and maize production. Through this grant support, Karun Vet Center will work with 400 households and deliver 96 trainings, 19 demonstrations, and 6 field days. Demonstrations of small tools and equipment will encourage and motivate farmers to adopt these technologies and it
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will help to reduce the workload of women, minimize post-harvest losses, and create optimum utilization of resources.
7. Janamukhi Krishi Tatha Pasupalan Sahakari Sanstha Ltd. is a prominent cooperative working in the rural and vulnerable areas of Surkhet district. The cooperative has 1,843 members (1,776 female and 67 male) who have been clustered into 87 groups based on their profession (e.g. agriculture, livestock, and small enterprises) to aid in management and service delivery. KISAN II has partnered with Janamukhi to strengthen its institutional capacity and will support 102 trainings, 35 demonstrations, and 6 farmer field days as part of this grant activity. Janamukhi aims to increase its member base to 2,163 within the two-year grant period and hopes to increase its loan disbursement and re-payment to NPR 166 million and NPR 86.3 million respectively.
8. Laxmi Vet Center is one of the first bio -pesticides and IPM tool distributors/retailers in Gurvakot Municipality of Surkhet district. KISAN II has partnered with Laxmi to improve its institutional capacity to conduct 185 one-day trainings, 67 demonstrations, and 12 farmer field days in the two- year grant period. Mr. Sammar Bahadur Regmi, the owner of this vet center hopes to increase his customer base to 1,400 farmers. After successfully building the capacity of local farmers to invest in commercial agriculture, Laxmi Agrovet Center will continue to implement the proposed activities after the grant period.
9. Laligurans Bahuuddesiya Sahakari Sanstha Limited has 327 shareholders (40% of which are women). Laligurans has its own vegetable collection center, that collects its members’ vegetables and sends them to a wholesale market in Surkhet and Nepalgunj. Through this partnership, the cooperative will conduct 128 one-day trainings and 52 demonstrations to 800 farmers. The cooperative will also support the rehabilitation of a canal located in Guransh -4, Saltada. This will improve the water flow and help to irrigate around 5-8 hectares of land. Laligurans will also offer crop insurance to farmers, improved plastic nursery houses for commercial vegetable seedling growers, and soil testing through this grant activity.
10. Babu & Shahi Tarkari tatha Falful Thoka Pasal has a 350 sq. ft. storage facility to store 21.6 MT of fresh produce. The facility is fairly basic and does not include a cooling unit. Babu and Shahi will install a cold storage unit to decrease post-harvest loss. Through this partnership, KISAN II will strengthen Babu and Shahi’s institutional capacity and its extension staff will deliver trainings on post-harvest management. The project will support 192 trainings and 26 demonstrations on vegetable farming, post-harvest practices, and marketing management to 1,600 farmers.
11. Sana Kisan Krishi Sahakari Sanstha Limited has a loan portfolio, 80% of which is in the agriculture sector. The cooperative supplies agriculture inputs like seed, fertilizer, pesticides, irrigation tools, and small agri-machineries. The cooperative also conducts demand-based trainings on vegetable and cereal farming. KISAN II has partnered with Sana Kisan to strengthen their institutional capacity to support 400 farmers by conducting 56 one-day trainings on maize, rice, and vegetable farming and 59 demonstrations on vegetable transplanters, electric motor sprayers, cultivators, threshers, and electric corn shellers. The cooperative will also print 18 crop calendars,
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425 krishak pass books, and include farmers in the municipality agriculture fair.
12. Madhya Paschim Agrovet Center. KISAN II has partnered with Madhaya Paschim Agrovet Centre to strengthen farmers’ capacity in vegetable and maize farming. Through this partnership, the agrovet will conduct 161 one-day trainings, 53 demonstrations, and 18 farmer field days for 800 farmers. The trainings will be provided by commodity (vegetables or maize) as per farmers needs.
13. Bandevi Krishi Sahakari Sanstha Limited strives to provide efficient financial (savings and credit), technical (agriculture), and custom hire (agri- machines) services to their community. KISAN II will strengthen the institutional capacity of Bandevi and its staff through TOTs. The trained extension staff will facilitate 545 one-day trainings and 238 demonstrations for 1,700 farmers. To create an efficient marketing system and increase the amount farmers receive for their products, Bandevi will (i) visit wholesale markets and active traders; (ii) invite traders to come for site visits; and (iii) regular meet with other key stakeholders. The cooperative will also develop onion production and marketing technology videos and will design and print 500 leaflets. These materials will be widely disseminated amongst farmers to reinforce the trainings.
14. Unnat Krishi Sahakari Sanstha Limited has been providing savings and credit services to it 1,150 members. Unnat has received permission to start selling chemical fertilizers and is also planning to start selling organic fertilizers in collaboration with Ranijamara Kulariya Irrigation Project. KISAN II has partnered with Unnat to strengthen their institutional capacity to conduct 192 one-day trainings on production technology and 193 trainings on post-harvest, low-cost storage, grading, food safety, and marketing to 1,200 farmer households. To supplement the trainings, a total of 152 demonstrations will be conducted. The grant will also be utilized to open an agriculture produce marketing outlet in Tikapur to start collection, transport, and sales of fresh vegetables.
15. Turmakhand Mahila Bahuudeshiya Sahakari Sanstha Limited (TMBSSL) has 661 members, all of which are women. KISAN II will strengthen the institutional capacity to conduct 193 one-day trainings to 800 farmers. To supplement these trainings, a total of 64 demonstrations will be conducted on vegetable production technology. TMBSSL will also conduct a total of 12 farmer field days as part of the grant activity. TMBSSL will also facilitate agreements between out- growers and local vegetable traders from Kamal Bazar and Gairitad. TMBSSL will also purchase 32 plastic crates, which will be used to transport the aggregated vegetables from the collection point to the traders to reduce post-harvest loss and improve food safety.
16. Siddha Agrovet Center. KISAN II has partnered with Siddha Agrovet to strengthen farmers’ capacity in vegetable and maize farming. Through this partnership, the agrovet will conduct 215 one-day trainings, 116 demonstrations, and 5 farmer field days for 800 farmers. Siddha agrovet will take a two-pronged approach to marketing. First, they will conduct marketing activities to promote the agrovet and agri-technologies. Secondly, Siddha Agrovet will facilitate sales of the agriculture commodities that the trained farmers will produce. This partnership will strengthen relations between the agrovet and farmers, introduce innovative technologies, and increase sales at both the farmers’ and agrovet level, ensuing long-term sustainability of interventions under this grant activity.
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17. Sana Kisan Krishi Sahakari Sanstha Limited (SKKSSL) was established to uplift poor farmers by providing financial assistance at lower interest rates. SKKSSL has been providing knowledge and vocational training to local farmers aimed to alleviate poverty. The main objective of this partnership between KISAN II and SKKSSL is to promote production, processing, and marketing of lentil and vegetable crops. Both parties hope to achieve a sustainable and sizeable increment in income at the cooperative and farmer level. Through this partnership, KISAN II will strengthen the institutional capacity of SKKSSL and its staff through TOT. SKKSSL will conduct 494 one-day trainings and 130 demonstrations for 2,400 farmers.
18. Gairitaad Krishi Upaj Sankalan Tatha Bikri Bitaran Kendra has been collecting vegetables from 300 farmers and selling it to the local market over the last 10 years. Their turnover has steadily increased over the last three years, growing from NPR 930,000 in 2071/72 to NPR 1.5 million in 2073/74. KISAN II has partnered with Gairitaad to support agri-extension trainings. Through this partnership, KISAN II will support 96 one-day trainings, 32 demonstrations, and 6 farmer field days to 400 potential farmers in Kamalbazar Municipality. A buying-agreement between the farmers and Gairitaad will guarantee marketing/selling of their produce. They will also procure 32 plastic crates to reduce post-harvest loss during transportation.
19. Laxmi Saraswoti Multipurpose Cooperative Limited: KISAN II has partnered with Laxmi Saraswoti to strengthen their institutional capacity to conduct 224 one-day trainings on nursery management, cultivation practices, post-harvest practices, food safety, and marketing management of Jorayal Basmati rice and lentils. To supplement the trainings, a total of 64 demonstrations and 8 field days will be conducted for 800 farmers. Laxmi Saraswoti plans to hold an interaction meeting with selected market actors (lead farmers, representative of collectors, traders, rice and lentil aggregators, etc.) before initiating production activities, which will improve knowledge of the demand and will allow producers to prepare a realistic production plan.
20. Lok Kalyan Biu Bijan Kendra & Suppliers. Through this partnership, Lokkalyan Biu Bijan Kendra will improve its institutional capacity and strengthen farmers of Doti district. KISAN II will support 288 one-day trainings, 96 demonstrations, and 24 farmer field days to 1,200 farmers. The grant activity will also support establishment of Zero Energy Cooling Chambers (ZECC), where farmers can store their produce at an ambient temperature, increasing its shelf life. This will decrease post-harvest loss and increase their income.
21. Dalit Shirjanshil Saving and Credit Cooperative Ltd. has 942 members and operates out of three branches in Accham district. The cooperative is providing services to non-share members as well. KISAN II has partnered with Dalit Shirjanshil to strengthen the institutional capacity of this cooperative and its staff through TOT. KISAN II will support 97 one-day trainings to 400 farmers, which will build the capacity of farmers in agronomic practices, nursery raising, IPM, and post- harvest. 32 demonstrations and 6 farmer field days will be conducted to supplement the trainings to farmers. Dalit Shirjanshil will also facilitate contracts between participating farmers and local vegetable traders/collection centers to provide security to participating farmers.
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22. Acharya Agrofirm Traders has been working in different fields of agriculture for the last 15 years. It has a strong network with 26 retail agrovets inside the Bardiya district and are also directly linked to about 1,800 households. Through this partnership, Acharya Agrofirm will strengthen retail agrovets and farmers capacity through 752 one-day trainings, 304 demonstrations, and 24 farmer field days to 3,200 farmers. Mr. Ram Acharya, owner, also plans to conduct business and marketing focused activities to complement and support the agri-extension activities. Acharya will produce 16-low cost videos, that capture key agriculture related messages which the retailers can then widely disseminate amongst farmers. They will also advertise through FM radio, produce pest and disease related displays, provide regular technical support and supervision at the farmer’s level and conduct 18 plant clinics.
23. KC Falful tatha Tarkari Pasal is an established trader and has been operational since 2071 B.S in Gulariya Municipality-7, Bardiya. Due to support from projects such as KISAN I, RISMFP, and District Agriculture Development Office, they have developed strong backward linkages to vegetable producer groups. KISAN II will strengthen the institutional capacity of KC Falful and its staff to deliver trainings on commercial vegetable production. The project will support 340 one-day trainings to 2,000 farmers on healthy nursery raising, market-led production planning, post-harvest handling and grading, and IPM technology. To supplement the trainings, a total of 40 follow-up trainings will be conducted on the same topics.
24. Shuva Laxmi Store has grown steadily from 2072 to 2074 and they are now one of the leading traders in the Kohalpur Agriculture Market Center. KISAN II will strengthen the institutional capacity of Shuva Laxmi Stores and its staff to deliver trainings on commercial vegetable production. The project will support 200 one-day trainings to 1,000 farmers on nursery raising, post-harvest training, GAP, and market led production planning. To supplement the technical trainings, activities will be conducted to support marketing and transportation of vegetables. The embedded economic incentives among all actors will create a strong and sustainable relationship between the farmers and Shuva Laxmi Store.
25. Surya Agrovet Concern has been providing quality inputs and services to farmers for the last 10 years. KISAN II has partnered with Surya Agrovet to improve its institutional capacity and to strengthen the capacity of the farmers in Bardiya. The project will support 337 one-day trainings on insect and pest management, nursery management, safe pesticide use for vegetable crops, post- harvest technologies, IPM and variety selection to 1,500 farmers. To supplement the trainings, a total of 80 demonstrations on improved production technologies will be conducted in the farmer’s fields. The agrovet will also conduct 10 farmer field days in successful demo-plots. Through this partnership, Surya Agrovet Concern will carry out marketing activities to disseminate agri- information widely to increase demand for inputs.
26. Bageshwori Bahuuddeshiya Krishi Bazar Sahakari Sanstha Limited is located at Khajura-3, Khajura Bazar, Banke. The cooperative has 800 shareholder members and have been working on packaging and processing of vegetables in close coordination and collaboration with farmer groups. Bageshwori also organizes IPM schools with the aim to produce safe vegetables. KISAN II will strengthen the institutional capacity of Bageshwori and will support for 250 one-day trainings to
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1,000 farmers. The trainings will be focused on production practices, nursery management, post- harvest technologies, and market led production planning. To supplement the trainings, 32 demonstrations will be conducted on plastic trays, poly bags for seedling raising, drip irrigation, and shallow irrigation. Bageshwori will also conduct a total of 10 farmer field days in successful demo plots. Bageshwori aims to increase its transactions through an increase in savings and credit services and membership fees for marketing facilitation.
27. Prasamsha Tarkari Pasal has been collecting and selling fresh vegetable for almost 8 years. KISAN II will strengthen the institutional capacity of Prasamsha Tarkari Pasal and its staff to deliver 192 one-day trainings on nursery raising, IPM, and post-harvest management to 800 farmers. To supplement the trainings, a total of 64 demonstrations will be conducted with a focus on production technologies such as staking, pruning, raised beds, line sowing, 3G cutting, drip irrigation, and fertigation. Farmers will participate in 16 field days, where good practices will be showcased in demo plots.
28. Shrijanshil Bachat tatha Rina Sahakari Sanstha has partnered with KISAN II to deliver agri- extension services that will improve farm management and increase yields. The grant will also help build the capacity of farmers to engage in commercial production. The project will support 1,006 one-day trainings focused on production-based technology and market system development to 4,000 farmers. To supplement the trainings, 440 demonstrations and 10 farmer field days will be conducted. Farmers will receive benefits from the financial and non-financial services provided by Shrijanshil to increase their income. KISAN II and Shrijanshil will work together to promote agri- inputs and technologies through digital videos.
29. Hatemalo Krishi Bazar Sahakari Sanstha Limited is situated in Bansghadi Municiplaity-5, Bansghadi Bazzar, Bardiya. The cooperative collects and markets vegetables produced by its members and non-members through their MPC. KISAN II will partner with Haatemalo to strengthen the institutional capacity of the cooperative. The project will support 79 one-day trainings on vegetable farming to 800 farmers. The trainings will focus on nursery management, plant protection, post-harvest practices, and marketing management. To supplement the trainings, a total of 26 demonstrations will be conducted to promote the following technologies: plastic trays, drip irrigation, and spray tanks.
30. Tharu Vet Center has been providing quality inputs and technical services to farmers for over 9 years. The agrovet supplies both agriculture and veterinary inputs. In partnership with KISAN II, Tharu Agrovet will work to improve access to and information on agri-technologies. The project will support 304 one-day trainings to 1,000 farmers. To supplement the trainings, 57 demonstrations will be conducted. The demonstrations will showcase a range of technologies for rice, maize and vegetable crops. Some of these technologies include: herbicide use, varietal demos, 3G cutting, IPM, drip irrigation, and nursery raising tray. Tharu Agrovet, will also conduct 10 farmer field days in the two-year period.
31. Janaekta Samudaika Bahuuddeshiya Sahakari Sanstha Limited has 371 shareholder members, which includes 177 women. Janaekta aims to increase the economic status of farmers by promoting
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improved technologies and practices for commercial vegetables and rice. KISAN II has partnered with Janaekta to provide 124 one-day trainings on vegetable and rice production to 400 farmers. The trainings will focus on nursery management, GAP practices, post-harvest management, IPM and plant protection in rice. To supplement the trainings, a total of 60 demonstrations and 4 field days will be conducted to promote technologies affiliated with efficient production of rice and vegetables.
32. Dhanalaxmi Kirana Store is a fresh vegetable trader and sees a tremendous opportunity to promote cultivation of fresh vegetables. KISAN II will strengthen the institutional capacity of Dhanlaxmi Kirana Store and its staff to deliver trainings to farmers. The project will support 192 one-day vegetable production trainings to 800 farmers. The training will focus on agronomic practices, nursery raising, IPM, and post-harvest management. To supplement the trainings, a total of 64 demonstrations will be conducted with a focus on production technologies such as staking, pruning, line sowing and drip irrigation/fertigation. Sixteen farmers field days will also be conducted in successful demonstration sites.
33. Patikhoriya Krishi Sahakari Sanstha Limited was established with the purpose of promoting vegetables and livestock production in the area of Kusadevi of Kavrepalanchok District. KISAN II has partnered with Patikhoriya to support both production and marketing activities for vegetables. KISAN II will strengthen the institutional capacity of Patikhoriya and its staff through a TOT. The project will support 225 one-day trainings on vegetable production to 1,250 farmers. The training will focus on agronomic practices, nursery management, post-harvest technologies and integrated pest management (IPM). To supplement the trainings, a total of 300 demonstrations and 6 field days in successful demonstration plots will be conducted.
34. KhaniDevi Sana Kisan Krishi Sahakari Sanstha Limited (KDSKKSSL) aims to develop a market system for efficient marketing of farmer produce to increase the prices they receive and uplift their livelihood. KISAN II has partnered with KDSKKSSL to strengthen the institutional capacity of this cooperative and its staff through a TOT. The project will support 218 one-day trainings on paddy and vegetable production to 1,020 farmers. To supplement the trainings, a total of 114 demonstrations and 14 farmers field days will be conducted. The cooperative expects to enhance its members and its own income through collection and trading of vegetables.
35. Namuna Krishak Bahumukhi Sahakari Sanstha Limited has 217 members, who are receiving fertilizers, seeds, and loans at a low interest rate. KISAN II has partnered with Namuna Krishak Bahumukhi Sahakari Sastha Limited to strengthen its institutional capacity to support 255 one-day trainings, 71 demonstrations, and 14 farmers field days to 500 farmers. The grant activity will also support strengthening of the collection centers and other marketing activities. Additionally, KISAN II will build the executive committee and the management’s capacity to invest in and expand services for agribusinesses. Depending on the investment and managerial capacity of the cooperative, some examples of growth could include vegetable processing facilities or a new loan product specific to an agriculture commodity.
36. Bindhavasini Bachat tatha Rina Sahakari Sanstha Limited (BISCOL) is providing services to
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29,000 members through Any Branch Banking System (ABBS) with focus on internet/mobile/SMS banking, ATM, and utility payment facilities. Initially, their focus was only on savings and credit activities. BISCOL is partnering with KISAN II to deliver agri-extension services that will improve farm management and increase yields. The grant activities will also help to build the capacity of farmers to engage in commercial production. The project will support 480 one-day trainings on production-based technology to 2,000 farmers. To supplement the trainings a total of 388 demonstrations and 10 farmers field days will be conducted.
37. Indrakanya Agro Centeris has partnered with KISAN II to disseminate agri-technologies and agri-inputs to local farmers. The agrovet intends to mobilize technical staff to provide technical services and distribute quality-agri inputs to farmers. Through this partnership, the agrovet will conduct 183 one-day trainings on vegetables, rice, or maize farming (as per farmer’s needs) to 1,200 farmers. This partnership will strengthen relations between the agrovet and farmers, introduce innovative technologies, and increase sales at both the farmers’ and agrovet level to ensures long- term sustainability of the interventions.
38. Sindhu Krishi Sudhar Bahuuddeshiya Sahakari Sanstha Limited hopes to introduce new and advanced technologies in the agriculture sector through trainings, demonstrations, and field days. This will help to increase the use of quality inputs by adopting an improved package of practices. KISAN II will strengthen the institutional capacity of Sindhu Krishi to support 148 one-day trainings to 800 farmers. To supplement the trainings, a total of 72 demonstrations and 8 farmer field days will be conducted.
39. Pratistha Krishi Sahakari Sanstha Limited has earmarked agriculture as a priority sector. Through this partnership, KISAN II will strengthen the institutional capacity of Pratistha and its staff through a TOT to capacitate local farmers. The grant activity will support 123 one-day trainings to 800 farmers on vegetable production (cauliflower, cabbage, tomato, cucumber, chili etc.). To supplement the trainings, a total of 157 demonstrations will be conducted. Pratistha will also strengthen three more collection centers and grading, packaging and distribution of vegetables will be carried out through the rehabilitated and newly established collection centers.
40. Sana Kisan Krishi Sahakari Sanstha Limited (SKKSSL) is focused on commercial fresh vegetable production and provides trainings to disadvantaged/marginalized communities, women, and youth. They have conducted community-based farming research in collaboration with different agriculture-based organizations. KISAN II has partnered with SKKSSL to strengthen farmers and institutional capacity of the cooperative. The project will support 205 one-day trainings to 1,000 farmers on vegetable farming. To supplement the trainings, a total of 265 demonstrations and five farmers field days will be conducted to promote the following technologies: plastic mulch, IPM tools, and safe use of pesticides.
41. Ram Agro Center has been providing quality inputs and agronomical advisory services on crop management and livestock farming. KISAN II has partnered with Ram Agro Center to support 96 one-day trainings to 535 farmers. The training will be tailored for specific commodities (vegetables or paddy) per farmers’ needs. The trainings will focus on improved agronomic practices, nursery
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management, post-harvest technologies, and IPM. To supplement the trainings, 96 demonstrations and 20 farmer field days will be conducted to showcase a range of technologies for paddy and vegetable crop highlighting seasonal and off-season production.
42. Nawakiran Bachat tatha Rina Sahakari Sanstha Limited provides short-term agriculture trainings to needy farmers through agricultural technicians. The cooperative also supports marketing of fresh vegetables through a collection point at Jhalari, Kanchanpur. KISAN II will strengthen the institutional capacity of Nawakiran to support 450 one-day trainings to 1,600 farmers. KISAN II will also support demonstrations of production technologies as well as a total of eight farmers field days as part of the grant activity.
43. B. J. Agrovet Trading Concern & Suppliers is interested to work with the community through an outreach program. KISAN II will partner with B.J. Agrovet to support 354 one-day trainings to 1,200 farmers. To supplement the trainings, 172 demonstrations will be conducted to showcase a range of technologies for paddy, maize, lentil and vegetable crops highlighting seasonal and off- season production. Demonstrations of women-friendly tools such as seed drills, corn shellers, and paddy threshers will also be conducted. B.J. Agro-vet will also conduct demonstrations of irrigation technologies such as motor pumps, diesel pumps, and drip irrigation systems.
44. Pabitra Agrovet Center is committed to providing quality, timely inputs and technical knowledge/skills to farmers. KISAN II has partnered with Pabitra Agrovet Center to support 282 one-day trainings, 121 demonstrations, and 5 farmer field days for 800 farmers. The demonstrations will showcase a range of technologies for paddy, maize, lentil, and vegetable crops highlighting seasonal and off-season production. Pabitra will also facilitate meetings between traders/retailers of agriculture commodities, lead farmers, and the respective municipality representatives to support farmers in obtaining updated information on market preferences related to vegetables, rice, lentils and maize, thereby allowing farmers to make informed decisions on what, when, and how much to produce.
45. Bina Food Product Udhyog intends to establish its own “BINA BRAND” of packaged rice. Through this grant activity, Bina Food will upgrade its machinery to improve its capacity and quality of final products. In order to ensure there is enough raw material (paddy) to operate at capacity, Bina Food will develop an agriculture extension program to train farmers. This backward linkage with farmers will result in an increase in the quality paddy required by Bina Food. The project will support 616 one-day trainings on paddy and lentil production and 186 demonstrations to 2,050 farmers. Local farmers will be able to increase their incomes through production of high value and high yielding varieties of paddy.
46. Rana Agrovet Center is interested in working in Laljhadi Rural Municipality through an agricultural outreach program. KISAN II has partnered with Rana Agrovet Center to support 246 one-day trainings, 88 demonstrations, and 5 field days to 500 farmers. Mr. Hilendra Rana, the owner of Rana Agrovet will also conduct business promotion activities which can immediately boost his sales. These include: embedded services to farmers; repair and maintenance of agriculture tools and equipment; and inputs on credit to commercial farmers willing to grow vegetables in more
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than 3 katha of land.
47. Samjhauta Bahuuddeshiya Sahakari Sanstha Limited provides savings/credit and technical agriculture services to farmers. KISAN II has partnered with Samjhauta Bahuuddeshiya to strengthen the institutional capacity of the cooperative and to support 596 one-day trainings to 2,400 farmers. To supplement the trainings, 240 demonstrations and 12 farmers field days will be conducted. Samjhauta Bahuuddeshiya will also facilitate the marketing of the farmers’ produce. With regular technical training, follow-ups and backstopping, it is expected that farmers will increase their production and they will be able to sell their produce through an efficient marketing channel to maximize their income.
48. Maya Prakash Agrovet primarily sells agriculture inputs like seeds, pesticides, agri-tools, irrigation systems, small mechanization equipment, veterinary products, and vaccines. KISAN II has partnered with Maya Prakash Agrovet to support 312 one-day trainings, 120 demonstrations, and 24 farmer field days to 1,200 farmers. Maya Prakash plans to coordinate with local MFIs/Cooperatives to increase farmer access to finance. They plan to collaborate with them to provide financial education, and savings and credit products to fulfill the financial service needs of their farmers. As farmers increase their scale of operation, their output will increase, and the volume of commodities traded by Maya Prakash will also increase.
49. Jagnnath Krishak Sahakari Sanstha Limited is involved in agri-input sales and the collection and trading of fresh vegetables, however, with the support of KISAN II, they plan to expand their agri-input sales and vegetable marketing services and begin to provide agricultural technical services. Through this partnership, Jagannath Krishak will support 204 one-day trainings, 76 demonstrations, and 16 farmer field days to 800 farmers. Jagannath expects to be able to continue to provide inputs, technical services, and aggregation/sale service to farmers beyond the end of the grant period. KISAN II will also strengthen the executive committee and the management capacity of Jagannath.
50. Mahara Fruit Center & Suppliers (MFCS) provides quality agri-inputs and agri- advice/consultations to local farmers. It is currently linked to around 2,000 farmers across 4 municipalities of Baitadi, however the majority are engaged in subsistence farming of coarse rice, maize, mustard, and wheat. KISAN II has partnered with MFCS to support 212 one-day trainings, 84 demonstrations, and 6 farmer field days to 800 farmers. MFCS will negotiate with farmers to purchase their production in advance of the season. It will collaborate with Siddheswor and Mahalaxmi SACCOs to provide cooperative education, group savings and credit activities. The loans disbursed by the SACCOs will help increase Mahara Agrovet’s input sales. As farmers increase their scale of production, their output will increase, and the volume of commodities traded by MFCS will also increase.
51. Tedi Vet Center is strategically located at the middle point of the municipality and provides technical advice at the sales point of the agrovet store. KISAN II has partnered with Tedi Agrovet to improve its institutional capacity and to strengthen the capacity of local farmers in Parshuram. The project will support 158 one-day trainings, 84 demonstrations, and 4 farmer field days in
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successful demo-plots for 800 farmers. Tedi agrovet will help facilitate sales agreements between farmers and local vegetable/rice traders. Tedi Agrovet will also demonstrate and promote perma- garden technology that was introduced by PAHAL. Perma-garden increases crop intensity as well as productivity while maintaining soil moisture and fertility. Four demonstration plots will be established in the field of leader farmers.
Table 13 provides an overview of each grantee by type of firm, number of farmers they will reach, and their grant value.
Table 13. Approved Grants During the Second Trimester Type of No. of Grant Value S.N. Name of Grantee Company Farmers (US $) 1 Pyuthan Agrovet Center, Pyuthan Agrovet 1200 18,025.35 Gothapada Krisak Sahakari Sanstha Limited, 2 Cooperative 800 15,379.17 Dailekh Samuhik Bahuuddeshiya Sahakari Sanstha 3 Cooperative 600 11,031.90 Limited, Sindhupalchok 4 Sandeep Agrovet Center, Jajarkot Agrovet 400 7,864.53 5 Jaganath Agrovet Centre, Dailekh Agrovet 800 13,876.48 6 Karun Vet Center, Jajarkot Agrovet 400 7,099.63 Janamukhi Krishi Tatha Pasupalan Sahakari 7 Cooperative 400 8,214.31 Sanstha Ltd., Surkhet 8 Laxmi Vet Center, Surkhet Agrovet 800 15,365.08 Laligurans Bahuuddesiya Sahakari Sanstha 9 Cooperative 800 15,545.62 Limited, Dailekh Babu & Shahi Tarkari tatha Falful Thoka 10 Trader 1600 32,336.13 Pasal, Surkhet Sana Kisan Krishi Sahakari Sanstha Limited, 11 Cooperative 400 7,779.04 Surkhet 12 Madhya Paschim Agrovet Center, Dailekh Agrovet 800 15,507.05 Bandevi Krishi Sahakari Sanstha Limited, 13 Cooperative 1700 31,066.99 Kailali Unnat Krishi Sahakari Sanstha Limited, 14 Cooperative 1200 23,968.87 Kailali Turmakhand Mahila Bahuudeshiya Sahakari 15 Cooperative 800 13,254.84 Sanstha Limited, Achham 16 Siddha Agrovet Center, Kailali Agrovet 800 12,390.56 Sana Kisan Krishi Sahakari Sanstha Limited, 17 Cooperative 2400 52,746.10 Kailali Gairitaad Krishi Upaj Sankalan Tatha Bikri 18 Trader 400 8,144.80 Bitaran Kendra, Achham Laxmi Saraswoti Multipurpose Cooperative 19 Cooperative 800 13,423.98 Limited, Doti Lok Kalyan Biu Bijan Kendra & Suppliers, 20 Agrovet 1200 21,113.57 Doti Cooperative Dalit Shirjanshil Saving and Credit 21 (Saving & 400 8,038.63 Cooperative Ltd., Achham Credit) Agrovet - 22 Acharya Agro firm Traders, Bardia Wholesale 3200 53,229.12 Model
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Type of No. of Grant Value S.N. Name of Grantee Company Farmers (US $) 23 KC Falful tatha Tarkari Pasal, Bardia Trader 2000 32,240.40 24 Shuva Laxmi Store, Banke Trader 1000 17,240.40 25 Surya Agrovet Concern, Bardia Agrovet 1500 18,511.64 Bageshwori Bahuuddeshiya Krishi Bazar 26 Cooperative 1000 18,648.18 Sahakari Sanstha Limited, Banke 27 Prasamsha Tarkari Pasal, Doti Trader 800 15,041.33 Cooperative Shrijanshil Bachat tatha Rina Sahakari 28 (Saving & 4000 69,258.36 Sanstha, Kanchanpur Credit) Hatemalo Krishi Bazar Sahakari Sanstha 29 Cooperative 800 15,555.07 Limited, Bardia 30 Tharu Vet Center, Bardia Agrovet 1000 12,336.90 Janaekta Samudaika Bahuuddeshiya Sahakari 31 Cooperative 400 8,606.09 Sanstha Limited, Banke 32 Dhanalaxmi Kirana Store, Achham Trader 800 14,456.34 Patikhoriya Krishi Sahakari Sanstha Limited, 33 Cooperative 1250 23,453.05 Kavre KhaniDevi Sana Kisan Krishi Sahakari 34 Cooperative 1025 23,233.39 Sanstha Limited, Nuwakot Namuna Krishak Bahumukhi Sahakari 35 Cooperative 500 10,287.57 Sanstha Limited, Makwanpur Cooperative Bindhavasini Bachat tatha Rina Sahakari 36 (Saving & 2000 43,702.03 Sanstha Limited, Kavre Credit) 37 Indrakanya Agro Center, Nuwakot Agrovet 1200 21,366.77 Sindhu Krishi Sudhar Bahuuddeshiya 38 Cooperative 800 14,717.37 Sahakari Sanstha Limited, Sindhupalchok Pratistha Krishi Sahakari Sanstha Limited, 39 Cooperative 800 16,075.90 Kavre Sana Kisan Krishi Sahakari Sanstha Limited, 40 Cooperative 1000 19,101.95 Kavre 41 Ram Agro Center, Nuwakot Agrovet 525 9,568.15 Cooperative Nawakiran Bachat tatha Rina Sahakari 42 (Saving & 1600 24,023.26 Sanstha Limited, Kanchanpur Credit) B. J. Agrovet Trading Concern & Suppliers, 43 Agrovet 1200 20,348.91 Kanchanpur 44 Pabitra Agrovet Center, Kailali Agrovet 800 13,688.86 45 Bina Food Product Udhyog, Kailali Miller 2050 26,705.20 46 Rana Agrovet Center, Kanchanpur Agrovet 500 10,182.05 Samjhauta Bahuuddeshiya Sahakari Sanstha 47 Cooperative 2400 37,208.79 Limited, Kanchanpur
48 MayaPrakash Agrovet, Baitadi Agrovet 1200 20,479.25 Jagnnath Krishak Sahakari Sanstha Limited, 49 Cooperative 800 13,807.09 Baitadi 50 Mahara Fruit Center & Suppliers, Baitadi Trader 800 13,078.90 51 Tedi Vet Center, Dadeldhura Agrovet 800 12,658.74 Total 56,450 1,000,983.69
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ANNEX 3: A SUMMARY OF SIGNED MOUS 1. Gulariya Municipality, Bardiya will support farmers in establishing irrigation schemes in the commercial and less commercial areas of Gulariya Municipality in order to promote commercial agriculture production. Through this mutual agreement, l4-shallow tube wells will be supported in wards 3,4,5,7 in Gulariya Municipality.
2. Om Satya Sai Machinery Trade will increase the adoption of agro-machinery among farmers to reduce their agricultural cost of production and increase productivity. The specific objectives are to promote and market agro-machineries through demonstration, promotional video and information pamphlets to increase awareness and adoption of agro-machinery and to develop service providers/agents to increase access to aftersales services to farmers. Through the MoU, the partner will conduct training and demonstrations to 30 grantee farmer groups, develop 30 aftersales service providers, and establish two service centers in Kavrepalanchowk and Sindhupalchowk.
3. TechSol International will increase awareness of proper grain management and increase adoption of proper storage and grain management to reduce post-harvest losses among millers (feed, rice, lentil) in KISAN II's Zone of Influence. Though this activity millers will know about the technologies available and techniques for proper grain management and will improve their practices.
4. Himalayan College of Agriculture Science and Technology. KISAN II will work with HICAST to facilitate the placement of HICAST Post-Graduate and Graduate students within KISAN II and KISAN II partner firms (Agrovets, Cooperatives, Rice Mills, Feed Factories, Vegetable Traders, etc.) for student internships. KISAN II internships will be open to final year/semester students studying in GON recognized academic institutes at the Bachelor and Master level depending upon the nature of program, as well as recent graduates. Interns will be deputed in the KISAN II program area/s for a period of up to six months between February 2018 through July 2022.
5. National Farmers' Commission and KISAN II partnered to organize the "International Conference on Food Sovereignty and Peasants' Rights" in Kathmandu from March 10-12, 2019. The Conference aims to bring together key stakeholders in the farmers' rights and food sovereignty sector. About 450 participants including 15 international delegates from India, Pakistan, Sri Lanka, Bangladesh, Philippines, Korea, Vietnam, and Indonesia were invited to the Conference. NFC is expected to document the proceedings and major outputs of the Conference, which will be included in a summary of consolidated observations and recommendations from the thematic groups as well as a document of synthesized presentations.
6. Development Voyage Pvt. Ltd. The objectives of this partnership are to: a. Implement IT-integrated Participatory Guarantee System (PGS) to ensure quality production.
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b. Provide customized information and services to farmers to adopt better production practices. c. Establish strong market linkages between farmers and buyers through the human- digital platform. d. Develop an efficient supply chain of quality vegetables.
KISAN II will support the partner to pilot the IT PGS system in Palpa and Makwanpur where Development Voyage will initiate the process by providing trainings and orientation to lead farmers of select cooperatives/agrovets about market-led production and PGS implementation.
7. Sanima Bank Limited. The objectives of the partnership are to: i) identify potential agribusinesses/agri entrepreneurs accessible from Sanima branches in project districts; and ii) provide easy access to agriculture loans to the eligible agribusinesses/agri entrepreneurs and promote GON'S Agriculture Interest Subsidy program. Though this MoU, Sanima bank will provide credit and other banking services to KISAN II beneficiaries on a merit basis within the credit norms and Sanima's standard policy, guidelines and practices. They will also provide agriculture interest subsidies for agriculture loans and facilitate rebates from Nepal Rastra Bank.
8. Federation of Women's Entrepreneurs Association of Nepal (FWEAN). KISAN II partnered with FWEAN to organize a one-day symposium entitled ‘Championing Women Entrepreneurs in Nepal’ in Kathmandu on April 2nd, 2019. The overall objective of the symposium is to share information and discuss the status and issues of women entrepreneurship in Nepal. 150 participants were invited. It will encourage women entrepreneurs to join mainstream business associations, such as FWEAN, to increasingly raise the united voices of women entrepreneurs at different levels – from local to international.
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ANNEX 4: KISAN II ZOI BY COMMERCIAL AND NON-COMMERCIAL WARDS
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ANNEX 5: PRIORITY BEHAVIORS Category Action/Small Doable Action Why? (Rational Reason) RICE 1. Use of climate resilient quality improved Choose the most suitable drought tolerance or flood tolerance can increase up to 25% rice yield. seed variety. high-yielding variety recommended for your rice growing environment 2. Balanced dose of fertilizer at the right Apply a balanced dose (6.5 kg DAP, 8.3 kg urea and 3.3 kg Can increase rice yield by 25% by time potash per ropani) of fertilizers in the right amount at the time applying balance does of fertilizers. of planting, Tilling stage and flowering stage. Apply 6.5 kg DAP, 2.075 kg urea and 1.65 kg potash at the time of rice planting and apply 4.15 kg urea at the time of tillering stage and 2.075 kg at penical initiation stage. 3. Apply irrigation at critical stage. Irrigate at tilling stage, penical initiation stage, flowering stage can increase the yield by 20%. and milking stage 4. Proper weed control. Weed control after 21 days of planting and 42 days of planting can increase rice yield by 15%. either by hand weeding or by using herbicide 5. Planting of young and healthy seedlings Transplant Young and healthy seedlings (less than 21 days can increase rice yield by 7%. Healthy old seedlings) seedling can be produced through seed treatment. 6. Rice planting at right time and with right Plant rice between June 15 and July 15 (Ashad) with optimum can increase rice yield by 8%. distance. line to line and plant to plant distance 16 X 16 cm) Maize 1. High yield technologies for maize Use suitable hybrid seed (Rajkumar, Nutan, Pioneer 3522, Bio Can produce 50% higher yield compared seed-9220, TX369, Khumal hybrid etc.) to improved seed 2. Climate resilient quality improved seed Use of suitable climate resilient improved seed (Manakamana- Can increase yield by 29% variety. 1, Manakamana-3, Poshilo -1, Rampur Composite, Arun-1, Arun-2 etc) 3. Balanced dose of fertilizers. Apply balanced dose of fertilizers in right amount at the right can increase maize yield by 27%. time (Planting time, knee high stage and tasselling stage)
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Category Action/Small Doable Action Why? (Rational Reason) Apply 6.5 kg DAP, 3.5 kg urea and 3.3 kg potash at the time of maize sowing and apply 2.4 kg urea at the time of knee high stage and 2.4 kg at the time of tasselling stage. 4. Maintain the optimum plant population Plant 54,000 plants per hectare by line sowing. Can increase yield by 11%. 5. Irrigation at critical stages Irrigate at knee high stage, tasselling stage, silking stage and Can increase yield by 10% milking stage 6. Proper weed management Manage weeds by either manually, by using weeder or by Can help to increase yield by 13%. using herbicide. (First weeding at 25 to days of planting and second weeding is important at knee high stage.) 7. Use of organic manure. Apply sufficient organic manure for maize production. (Apply Can increase maize yield by 10%. compost 13 to 20 ton per hectare) LENTILS 1. Use of quality improved variety seed. Use of suitable improved variety seed. Can provide 15% more yield. (Khajura-1, Khajura-2, Kalo Masuro, Shikhar, Simal etc) 2. Timely planting. Plant lentils in the month of October Can produce 10% higher yield. Delay in planting cause immature pod formation due to hot air in terai. 3. Seed treatment Treat seeds with Rhizobium and fungicide before planting Can increase lentil yield by 10%. 4. Line sowing Use a seed drill Can increase lentil yield by 15%. 5. Proper weed management Use either a weeder manually or use herbicide Can increase lentil yield by 25%. 6. Application of balance does of fertilizer. Use 100 kg DAP per hectare and 30 Kg potash per hectare Can increase the lentil yield by 15%. 7. Reduce over watering Use irrigation judiciously Use of optimum moisture at dry Over watering and moisture stress period. particularly during the reproductive stage Light irrigation in dry period with sufficient drainage facility. can reduce lentil yield by 10%. VEGETABLES 1. High yield production Use climate resilient quality hybrid seed can increase yield by 20% 2. improve nursery management practices Grow seedlings either in trey nursery or raised bed… can increase yield by 20%.
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Category Action/Small Doable Action Why? (Rational Reason) 3 Seedling planting Plant young seedlings (3-4 leaves stage) in raise-bed with line Can increase yield by 10%. sowing and proper distance 4. Proper weed management Weed manually, by using weeder or by using herbicide Can increase yield by 10%. 5. Apply IPM management practices Apply Trichoderma, bio pesticides and lures and traps for pest Can increase the yield by 5%. control 6. Application of fertilizers and Apply Basal application, top dress at 30-35 days after planting Can increase the yield by 20%. micronutrients in the right amount at the and flowering and fruiting stage) right time 7. Irrigation at critical stages Use the following irrigations methods Can increase the yield by 10% such as furrow irrigation, drip irrigation and foliar irrigation 8. Improve staking practices Use of improve staking practices in tomato, beans and Can increase the yield by 20%. cucurbits (use of nylon rope, bamboo, gabion wire etc) 9. Protected cultivation Use High Plastic house/tunnel and plastic mulch for off season Can increase the yield by 25%. vegetable production
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ANNEX 6: PREMIUM VEGETABLE MARKET STUDY RESEARCH Table 14: Demand and Source of Premium Vegetables in Kalimati Market (2074 BS) 2072 (April 2015 – March 2016) 2073 (April 2016 – March 2017) 2074 (April 2017 – March 2018) Premium Volume of Volume by Volume by Source Volume by Source S Vegetable Volume of Volume of Supply Source (kg) Avg. (kg) (kg) N list Supply per Avg. price Supply per Avg. price per price year/kg year/kg year/kg Nepal Import Nepal Import Nepal Import
1. Mushroom 2,400,800 2,391,800 9,000 158.98 1,055,597 1,034,997 20,600 136.11 796,684 795,684 1,000 151.4 2. Broccoli 322,465 322,365 100 60.94 502,230 496,680 5,550 51.57 471,205 450,935 20,270 68 3. Asparagus 41,260 41,160 100 291.96 73,180 59,180 14,000 322.72 100,187 99,987 200 366.98 Source: Kalimati Fruits and Vegetables Market Development Board (KFVMDB)
Table 15: Detailed Source of Premium Vegetables in Kalimati Market (2074 BS)
Product type Bhaktapur Chitwan Dhading Ktm Kavre Lalitpur Makwanpur Nuwakot Sarlahi India Other Total
Mushroom 5,620 1,825 10,675 617,975 4,239 138,200 15,150 2,000 1,000 796,684 (kg)
Broccoli (kg) 219,790 136,015 2,000 92,130 1,000 2,300 17,970 471,205
Asparagus 51,450 6,002 38,835 2,500 300 200 700 200 100,187 (kg) Source: Kalimati Fruits and Vegetables Market Development Board (KFVMDB)
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ANNEX 7: ACTIVITY ANALYSIS AND SUGGESTION FOR Y3 PLANNING Activities Why it worked well? Lessons Learned Suggestions for Y3 planning Collaboration with GON Municipality level briefings, Created enabling environment to Municipalities taking ownership of Need to conduct this activity on each discussions on approach and work in related wards. Best way to the program, positive resource working municipality, can be merged with relevant activities, Joint reveal project output with leverage, and promised for future municipal level inception meeting, Grantee monitoring visits and municipal and provincial supp should take lead in presenting their program coordination meeting with GON governments. Required for with working areas, and inform their cost ag unit in Province and collaboration with government shared and budget. Continue with Municipalities. agencies. appropriate budget and involve traders Market System Development Conduct workshop on MSD, It helped participants to This activity along with This should be continued to grantees and sector level information and understand the KISAN II Market opportunity mapping allowed to farmers in new area and actors joining later. interlinkages. system development approach get familiar with existing private along with market sector sector organizations (Agrovet, information. cooperatives, miller, feed industry, traders etc.) and helped to partner for program implementation. Orientation on Market led Provided market assurance for Works well to suppliers and buyers Focus on demand-based production. Collect production system farmers produce, established trust of agro inputs and agro produces. demand from traders. and good relationship with producers and brought buyers to farms. Market linkages activities to Farmers are aware on demand of Developed trust among farmers Very effective activity and needs to be farmers (interaction among vegetable in particular month in and traders for input supply and Continued for Y3 farmers and traders, filed visit by market, Easy to sale farmers buying farm produce. traders in farmers field) production, and it helps to develop trust among farmers and traders.
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Activities Why it worked well? Lessons Learned Suggestions for Y3 planning Business plan preparation Training on Business plan Timely implementation of business Need to support them organization in preparation for business plan for cooperatives and firms preparing their business plan or development organizations and leader farmers plans. Continue for year 3. are required Pre/post-season out grower/new Good interaction among Pre-season meeting is good to Workshop should be conducted every buyer/wholesale market forums producers, collector, wholesaler know market demand of vegetable production season and wholesale trader from and retailer traders, strengthens and post season for planning next outside the district, having working area in market system season crops. the cluster, also to be invited. Continue for year 3. Increasing Productivity Irrigation technologies (shallow- Increase availability of irrigation Irrigation is major input for Include linkages program to the farmers with tube well, pump etc.) around the year to the farmers for increasing commercialization of municipalities, knowledge center for getting commercialization. Allocated for farmers and it also a motivation more irrigation support. Review only non-commercial area, factor for farmers for the implementation guidelines and continue however most of the commercial cultivation of vegetables. support as required. municipalities have irrigation problems. Increase in production and productivity. High plastic tunnel for offseason Farmers get better price of Offseason vegetable production Increase training and demonstration for cucumber and bitter guard vegetable. Increased input sale of getting higher price by farmers. offseason vegetable production for Y3. production agrovet Produces high quality vegetables.
Established varietal Easy to selection of high yielding Farmers believe in demonstration Give continuity to demonstration activities in demonstration on vegetable and varieties through comparison in than training, easy to technologies farmers field. Keep the TDF approach in Y3 cereals crops filed and increase sale of agrovet. uptake by farmers. as well but has to be selective as per need and interest of the farmers Tray, poly bag nursery Increased commercialization Farmers have started offseason Raising seedlings in Tray, poly bag and pots technology for seedling through the aware of new seedling vegetable production adopting this are new technology. Continue for Y3 production raising technologies and increase new nursery technologies sale of inputs.
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Activities Why it worked well? Lessons Learned Suggestions for Y3 planning Disease and pest management Farmers aware and make Farmers are seen capable for New pests e.g. Fall Army Worm mat appear training seriousness on disease and pest for control fruit fly, blight etc. of and so Continues for Y3 for new disease and crops protection. major disease and pest own self pests and control measures. Continues for Y3 Conduct training on staking, Increased production of farmers Supported to increase farmers Should cover technology update and their Plastic mulching, Training, and increased sale of inputs. production with enhanced application, and training should be Pruning and other technologies Conserve moisture increase soil knowledge. Focus to market led conducted/ planned after need assessment temp growing well in winter, less production technology, Enough only. Training should be practical and with weeds with plastic mulching. period for training, Update on short duration but frequent intervals. latest & improved technology. Continue for Y3 Farmers field day Opportunity to learn through Easy to dissemination of new Difficult to limit number of farmers as (45- observe demonstration plot. technology 50 Farmers) and preplanning is required before inviting to participate. Easy to show new technology to new farmers and so Continues for Y3. Demonstration of Reaper, Seed Saves input cost in crop Increased demand and use of Agri Addresses lack of labor and so continue for driller, combiners, other tools production. Opportunity to flow machineries among the farmers. Y3 and machinery loans to farmers through the cooperative Refresher training to cooperative Provide quality services to farmers Helps to provide quality services It increases quality services and so continue and agro-vet extension staffs for private sectors business in farmers filed and support private for Y3 promotion sector business. Capacity building training to Developed quality document by Easy to financial documentation Needed to increase training day to grantee Grantee Accountant, other staff grantees and timely reporting accountant. Need to train proprietors on and managers demand collection and market expansion. IPM Demonstration Reduce use of chemical pesticide Farmers are aware on chemical New insecticides and pesticides may be in vegetables and Increase pesticide and use of bio-pesticide recommended by GON and we need to business of agro-vet. for disease and pest control (Lure, continue to update farmers knowledge. yellow trap, bio-pesticide etc.)
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Activities Why it worked well? Lessons Learned Suggestions for Y3 planning Plant Clinic Farmers problems are addressed Recent problem on soil quality and Organize Plant clinic program in immediately, and solutions diseases infestation with new coordination with Municipalities and recommended. pests. We need to organize soil and knowledge center. Continue for year 3. plant clinic, it is an area which will show direct impact on productivity. Monthly review meeting Review progress of private sectors, Review makes easy to monitor This is important to monitor achievement so Opportunity to learn best solutions work plan, and provides technical that we can act on time to achieve targets and from each other, Easy to develop backstopping to JT/JTA, AMT and so continue for Y3. work plan of staffs and private AC. sectors and makes program effective. Others Training on MEL/WIKISAN to Provided platform to record the Staff more capable in data Organize trainings, meetings or couching on grantee staff works being conducted at field management. Complexity in data MEL/WIKISAN to grantee staff. level and understand data reporting entry. Grantee staff will be able to process. enter data at their level.
Operation cost of the activities Cost estimates of activities were Each activity must be estimated on Estimate appropriate norms and rates. below to manage the events. appropriate norms and rates discussed with field staffs.
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ANNEX 8: PERFORMANCE INDICATOR TRACKING TABLE (PITT) FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
EG. 3-1 Number of households benefiting K1 (Nepal directly from USG assistance NA 130,000 81,414 200,000 200,000 200,000 200,0004 81,414 2.1.1-4) under Feed the Future Number of individuals K2 EG.3-2 participating in USG food security NA 162,781 81,414 220,250 250,250 210,250 250,2505 81,414 programs [IM-level] Number of individuals who have EG.3.2- received USG supported short- K3 1 (Nepal term agricultural sector NA 130,270 49,029 220,450 250,450 100,000 250,000 48,915 2.1.1-3) productivity or food security training (RAA) (WOG) Number of individuals in the agriculture system who have EG.3.2- K4 applied improved management 122,854 2018 91,000 170,000 180,000 180,000 180,0006 - 24 practices or technologies with USG assistance [IM-level]
4 Targets for out years set as in MEL plan, 2018 5 KISAN II ceased the practice of counting only one beneficiary per household to be consistent with the way other projects measure beneficiaries. See more detailed discussion in narrative. We estimate that 1.25 persons per household will participate, on average. Most of the total for this indicator will come from training activities; however, other interventions may also contribute to the number of project participants. 6 The target is based on 90% of participating households, rather than the number of individuals, as farming decisions and behaviors are typically undertaken at the household level. Assigning to multiple members of the same household would over-state technology adoption This indicator measures the total number of agriculture system actors participating in the USG-funded activity who have applied improved management practices and/or technologies promoted by the USG anywhere within the food and agriculture system during the reporting year (Farmers, entrepreneurs, input suppliers, traders, processors, manufactures, service providers, wholesalers, retailers, extension workers and policy makers). This is Subset of K1. The targets increased by 70% in FY19, then 85% in FY20 and FY 90% in FY 21 & FY22.
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
Average number of improved Custom management practices or K5 3.83 2018 - 1 technologies applied per household with USG assistance.7 Type of Commodities: Rice 5.25 8 9 11 11 11 Type of Commodities: Maize 2.94 4 5 6 6 6 Type of Commodities: Lentil 2.51 4 5 5 5 5 Type of Commodities: Vegetables 6.40 8 9 11 11 11 Type of Commodities: Goats 2.03 3 4 4 4 4 Percentage of female participants in USG-assisted programs GNDR- designed to increase access to K6 NA 2018 50% 50% 50% 50% 50% - 2 productive economic resources (assets, credit, income or employment)8 Percentage of participants in USG- YOUTH K7 assisted programs designed to NA 2018 15% 19% 27% 27% 27% - -3 increase access to productive
7 Upper limit of number of technology group is 14 as FTFMS. (Denominator 14 technology groups). The average number of improved practices and technologies per individual gives a better indication of changes in the scale of technology adoption. A target is set based on the Baseline findings of the KISAN II-promoted technologies and practices adoption aa an upper limit. 8 This indicator seeks to measure the percentage of project participants who gain access to productive economic resources such as income. The unit of measure is percentage expressed as a whole number of the numerator (Number of female program participants) and denominator (Total number of program participants). Values for this indicator varies from 0 to 100 and no disaggregates required. Target set in FY19 as 50% throughout LOP.
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
economic resources who are youth (15-29) [IM-level]9
Number of hectares under EG.3.2- improved management practices or K8 39,685 2018 18,851 60,484 74,201 54,499 208,035 - 25 technologies with USG assistance [IM-level]10 Total farm-level volumes (MT) produced of targeted agricultural Reportin K9 commodities with USG assistance 180,218 2018 259,597 854,811 1,004,733 755,568 2,874,709 - g 1 (rice, maize, lentil, vegetables, goats)11 Yield of targeted agricultural commodities among program K10a EG.3-10 2018 participants with USG assistance per hectare [IM-level12] Crops: Smallholder Crops: Rice 3.49 4.78 5.26 5.52 5.80 5.80 Crops: Maize 1.96 3.54 3.72 3.90 - 3.90
9 Refer to footnote above. Same as above, except focuses on youth instead of females. USAID/Nepal defines youth as age 15-29. Target set in FY19 15%, in FY20 19%, FY20 and FY21 27% 10 Consistent with FTF guidance, the number of technologies applied are not considered at the aggregate level. Note that this not a target for the unique number of hectares since a hectare can be counted more than once if there are multiple crop cycles on the same hectare within the fiscal year. In addition, the proposed target does not consider the number of project years. It reflects the result we expect in each year. 11 Under a market-led approach, the project team cannot predict or dictate the degree to which private sector partners will focus on any given targeted commodity versus others, and therefore cannot set commodity-specific volume targets. Performance will instead be measured using total annual sales across all targeted commodities. 12 Yield calculation is based on GON targets for five years (FY19- FY22), NSAF Achievements, KISAN I grantees yield and KISAN II baseline yield.
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
Crops: Lentil 0.55 1.14 1.20 1.26 1.32 1.32 Crops: Vegetables (22 Veg) 9.39 19.46 23.35 24.52 25.74 25.74 Yield of targeted agricultural commodities among program K10b EG.3-11 6.29 2018 6.29 6.61 7.27 8.00 8.00 - participants with USG assistance per animal [IM-level]13 EG.3.2- Value of annual sales of input 26 suppliers receiving USG assistance K11 $816,118 2018 3,650,000 5,850,000 6,600,000 4,950,000 21,050,000 - disaggre (IM-Level) gate Number of hectares under improved management practices or technologies that promote EG.3.2- K12 improved climate risk reduction 22,670 2018 6,409 23,589 28,938 21,255 80,191 - 28 and/or natural resources management with USG assistance [IM-level]14 Average number of climate-smart Custom technologies or practices applied K13 1.59 2018 2 3 4 3 4 - 2 per household with USG assistance.
13 Same as above 14 Climate smart technology denominator is 6
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
Number of for-profit private enterprises, producer organizations, water user associations, women's groups, K14 trade and business associations, K14 (EG.3.2- NA 170 144 200 200 200 200 144 and community-based 4) organizations (CBOs) receiving USG food security related organizational development assistance Number of USG-assisted EG.3.2- organizations with increased K15 NA 2018 153 180 180 180 180 - 29 performance improvement [IM- level]15 Number of for-profit private enterprises, producer’s organizations, water user Nepal associations, women's groups, 2.1.2-2 K16 trade and business associations NA 2018 170 200 200 200 200 - EG.3.2- and community-based 20 organizations (CBOs) that applied improved organization-level management practices or
15 Based on 20 organizations Rolling Baseline data source WIKISAN 2.0
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
technologies with USG assistance (RAA) (WOG)16
EG.3.2- Value of annual sales of farms and $39,324, $63,384,84 $163,976,3 $203,159,9 $179,120,8 $609,641,98 K17 2018 - 26 firms receiving USG assistance 926 1 79 25 36 2 Volume of annual sales (MT) of Reportin farms receiving USG assistance K18 2018 172,210 553,971 651,412 494,143 1,871,736 - g 2 (rice, maize, lentil, vegetables, goats) Nepal Number of Individuals who have 2.1.1-2 applied improved management EG.3.2- practices or technologies with K19 32,094 2018 24,843 48,620 51,480 50,310 51,480.00 - 24 USG assistance – related to disaggre marketing and distribution17 gate) Percentage of USG-assisted Custom Household accessing information K20 NA 2018 60% 70% 80% 90% 90% - 3 on improved technologies and
16 We assume that 100 % organizations will apply improved management practices and technologies. 17 We assume that 26% of the total technologies applied will be related with total technologies applied. 5% to 10% increase is estimated to be there additionally.
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
practices through improved ICT channels or content
Percentage change in the number Reportin K21 of municipalities (palikas) in the NA 2018 50% 55% 60% 65% 65% - g 3 ZOI that have access to markets18 Number of financial intermediaries EG.4.2- serving poor households and K22 NA 45 90 135 - 135 2 2 microenterprises supported by USG assistance Value of agriculture-related EG.3.2- K23 financing accessed as a result of NA 2018 29,841,450 44,200,750 46,065,750 46,065,750 166,173,700 - 27 USG assistance [IM-level]19 Number of individuals participating in USG-assisted EG.4.2- K24 group-based savings, micro- NA 2018 48,834 77,088 100,100 84,100 100,100 - 7 finance or lending programs [IM- level]20
18 Based municipality GIS mapping. 19 The disaggregate target for value of loans will be modest to help ensure the project encourages loan financing only where necessary and prudent, as debt burden can undermine resilience. 27 % will take a formal loan in FY19, FY20 and FY21 and 30% in FY22. 20 This indicator tracks individual participation in group-based savings, microfinance, or lending programs. This performance indicator tracks financial inclusion. The definition is inclusive of all of the different types of group-based savings programs. It should be noted that the indicator captures the numbers who are participating but does not say anything about the intensity of participation. Furthermore, while summing the number of individuals participating in savings and credit programs is acceptable as a measure of financial inclusion, saving and credit are functionally different and the numbers participating in each type of program should not be compared against each other. Savings groups have added benefits, like fostering social capital, that also contribute to resilience and a household’s ability to manage risk and protect their well-being. Increase by 30% in FY19, 35% in FY20 and 40% FY21 and FY22.
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
Value of household savings Reportin K25 deposits of USG-assisted NA 2018 40,135,095 61,746,300 61,746,300 61,746,300 61,746,300 - g 4 smallholders Value of the outstanding balance Reportin K26 on agriculture loans of USG- NA 2018 4,177,803 6,630,113 7,370,520 7,831,178 7,370,520 - g 5 assisted households Value of new USG commitments and private sector investment EG.3.1- 1,092, 1,092, K27 leveraged by the USG to support NA 1,300,000 2,000,000 500,000 200,000 4,000,000 14 671 671 food security and nutrition [IM- level] 21 Number of USAID priority policies in each of the following stages of development as a result Nepal of USG assistance: 1) analysis, 2) K28 NA 2 3 3 2 4 - 1.4-1 stakeholder consultation, 3) drafting or revision, 4) approval (legislative or regulatory), 5) full and effective implementation
21 The target is set based on the cost share estimate for the $4.5 million Grants Under Contract (GUC) budget. The cost-share will vary from partner to partner but it is expected to average 50% of the value of the GUC fund. The indicator includes new long-term capital investments (e.g., property, plant, and equipment and other fixed assets) and new operating capital investments (e.g., inputs or inventory) leveraged by the USG. Private sector co-investment - both cash and in-kind - for implementing specific activities (e.g., resulting from a successful GDA application) should also be included. It includes both upstream and downstream investments.
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
Number of for-profit firms and organizations that applied Nepal improved organization level 2.1.2-2 technologies or management EG.3.2- K29 practices with USG assistance – NA 2018 85 100 100 100 165 - 20 for effective management and Disaggr governance of infrastructure egate (market, storage, and agro- processing) EG.3.2- Number of individuals who have 1 received short-term training – on (Nepal food grading or safety K30 NA 2018 117,243 200,610 225,405 100,000 225,405 - 2.1.1-3) disaggre gate K31 Number of farmers and others who (EG.3.2- applied improved technologies or K31 24 management practices – on food NA 2018 58,622 110,335 146,513 70,000 146,513 - disaggre grading or safety gate) Nepal Number of for-profit firms and 2.1.2-1 organizations receiving USG EG.3.2- organizational assistance – related K32 NA 2018 170 200 200 200 200 - 4 to food grading or safety disaggre gate
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
Nepal Number of for-profit firms and 2.1.2-2 organizations that applied EG.3.2- improved organization level K33 NA 2018 85 100 100 100 100 - 20 technologies or management Disaggr practices with USG assistance – egates related to food grading or safety Number of investment feasibility studies, exposure tours, and/or Custom K34 guidance documents produced that NA 2018 3 5 2 0 10 - 4 promote evidence-based local investment in market systems Number of individuals who have K35 received USG supported short- (EG.3.2- term agricultural sector 1 (Nepal productivity or food security K35 NA 2018 170 200 200 200 200 - 2.1.1-3) training – related to appropriate disaggre public and private sector roles and gate support for market systems development K36 Number of people trained in K36 (4.5.2 - entrepreneurial skills through USG NA 6,000 20,000 44,000 0 70,000 - Z15) supported programs22
22 These indicators (K36, K37 and K38) will track the number of individuals participating in the Business Literacy Program. Of 70,000, all will receive training on entrepreneurial skills and access to finance. Seventy percent (49,000) will be women, youth, or from disadvantaged groups who will also receive training on life skills, child health, and nutrition. The other thirty percent (21,000) will be former BLP trainees and returned
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
Nepal Number of people trained in life 2.2.1-2 skills through USG supported K37 NA 0 0 30,000 0 30,000 - (4.5 programs ZOI) Nepal Number of people trained in 2.2.2-2 access to financial services K38 NA 0 0 30,000 0 30,000 - (4.5.2- through USG supported programs ZO3) Percentage of business literacy Custom K39 trainees that pass a competency NA 90% 90% 90% 0 90% - 4 test Nepal Percentage of entrepreneurial 2.2.3-1 literacy trainees who initiate or K40 NA 90% 90% 90% 0 90% - (4.5.2- expand sales of good and services ZOI) Quantity of nutrient-rich value chain commodities produced by Custom K41 direct beneficiaries with USG NA - 5 assistance that is set aside for home consumption (MT) Type of Commodities: Okra
migrant workers. Individuals who complete multiple business literacy training modules will be counted only once each fiscal year under GFSS-34 (number of individuals participating) and Nepal 2.1.1-3 (number of individuals who receive short-term training). If individuals who receive training under other project components that relate to entrepreneurial skills, access to financial services, or nutrition are also counted under these indicators.
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
Quantity set aside for home 154 27 184 203 223 0 610 consumption Type of Commodities: Cabbage Quantity set aside for home 597 34 716 788 866 953 3,323 consumption Type of Commodities: Cauliflower Quantity set aside for home 606 31 727 800 880 968 3,375 consumption Type of Commodities: Spinach Number of direct beneficiary 7,073 11,183 17,204 17,204 12,903 58,495 producers Type of Commodities: Bitter gourd Quantity set aside for home 190 24 228 251 276 304 1,059 consumption Type of Commodities: Carrots Number of direct beneficiary 133 210 323 323 242 1,097 producers Type of Commodities: Pumpkin Quantity set aside for home 313 35 376 414 455 500 1,745 consumption EG.3.2- Number of individuals who have K42 1 received short-term training on NA 6,000 20,000 44,000 0 70,000 - (Nepal adaptive management
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
2.1.1-3) disaggre gate Nepal Number of for-profit firms and 2.1.2-2 organizations receiving USG EG.3.2- organizational assistance related to K43 NA 17 50 50 50 50 - 20 CLA or monitoring shocks and Disaggr stressors egates Nepal Number of for-profit firms and 2.1.2-2 organizations that have applied EG.3.2- CLA or have a mechanism in K44 NA 9 25 25 25 25 - 20 place for monitoring shocks and Disaggr stressors egates EG.3.2- Number of people trained in 1 climate change adaptation (Nepal supported by USG assistance K45 NA 32,568 154,315 175,315 70,000 175,315 - 2.1.1-3) disaggre gate Number of people using climate EG.3.2- information or implementing risk- 24 K46 reducing actions to improve NA 2018 22,750 107,923 122,623 49,000 122,721 - disaggre resilience to climate change as gate supported by USG assistance
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FY 2019 FY 2020 FY 2021 FY 2022 LOP Code # Indicator Baseline KII in (With all disaggregated FY2018 Annual Annual Annual Annual Cumulative code M&E information as mentioned in Value Year Target Actual Target Actual Target Actual Target Actual Target Actual Plan PIRS)
STIR - Number of innovations supported K47 NA 2 5 5 5 5 - 10 through USG assistance Number of innovations supported STIR - through USG assistance with K48 NA 1 2 2 2 2 - 11 demonstrated uptake by the public and/or private sector Percent of leadership positions in NEP PI USG-supported Business entities K49 57% 2018 60% 66% 66% 66% 66% - 1.3.2-1 that are filled by a woman or member of a vulnerable group
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